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.

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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.

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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.

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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 find places where they can come together.

Public libraries have over many years proved to be adept at adapting to changes in their environment. They have evolved to encompass a wider role in community engagement and support through targeted programming. They have embraced the exponential growth in technology and the rise of social media, and are now tracking with the move to wireless access, mobile devices, apps and user-created content. The balance between physical and digital content and collections continues to shift, and public libraries and their staff will, as they have done before, lead and guide their communities through these changes.

Strategic Western Australian Directions

The Library Board of Western Australia Act 1957 and its regulations provide the government legislation in which local governments operate public libraries in partnership with the State Government (represented by the Library Board of Western Australia). Under this legislation, Local Government is the lead provider and funder of public library services and is responsible for the library infrastructure, including buildings, technology, staffing resources and operating costs. These operating costs often also include funds for additional library resources to support the allocation from the State Government, who through the State Library of Western Australia, allocates funds for public library stock on a per head of capita basis.

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The Western Australian Local Government Association (WALGA) represents Local Government in high level strategic discussions with the relevant State Government agencies on public library service delivery matters in a similar fashion to other joint initiatives. This is a direct consequence of the historic joint responsibility for public library service provision between the WA State Government and Local Government through a partnership investment. In the early years of the partnership the funding split was 50/50 however, today the average investment from the State Government is 12%, with Local Governments funding the balance of 88% of costs. The funding of the partnership has been a long running discussion with successive governments and in a tight fiscal environment there are inherent risks to the funding provided for all community services, including public libraries. Public Libraries WA Inc. (PLWA) as the peak body to represent public libraries in Western Australia works closely with WALGA in delivering local government’s vision for its public libraries (City of Swan Manager Customer and Library Services is the President of PLWA)

In 2015, WALGA funded a comprehensive research project to develop a new vision for public library services in Western Australia. This includes identification of likely impacts of the economic, political and social trends. This research identified the following role for public libraries to aspire to as:

Building Connection, Creativity and Learning though:

• Building capacity and fostering community engagement;

• Promoting learning and literacy;

• Preserving, sharing and celebrating our rich heritage; and

• Inspiring new ideas and creativity.

Building Capacity & Fostering Community Engagement through:

• Building connections and community engagement;

• Breaking down isolation and bring people from diverse backgrounds together to engage, learn and play together in safe and welcoming spaces; and

• Building resilience and capacity in our communities.

Promoting Learning & Literacy through:

• Providing access to diverse collections and new technology, and a myriad of programs and events, our libraries bring people, ideas and knowledge together to provide opportunities for life-long learning; and

• Building stronger communities by developing traditional and new digital literacies, providing access to knowledge and promoting the love of reading.

Capturing & Sharing Our Community Memory through:

• Development and promotion of local history collections.

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Inspiring New Ideas & Creativity through:

• Building creative communities;

• Enriching lives and develop appreciation of the arts and culture; and

• Fostering creative expression in all its forms and inspire new ideas and innovation.

In July 2016, the Minister for Culture and the Arts established a Public Library Working Group (PLWG) tasked with planning a new structure for public library service provision in Western Australia. This group had the Terms of Reference to progress the priorities areas outlined in the Vision document being:

• Legislative reform;

• A new model for regional and remote library services including relationship with Community Resource Centres;

• Single card access system;

• Grants systems based on standards;

• Incentive program for innovative libraries;

• A new model for support for WA public Libraries, including funding; and

• Public Value modelling.

A discussion paper on the future of the Western Australia’s public libraries drawing on the recommendations of the WALGA project was expected to be released in early 2017. However, the recent State Government elections halted the release of the paper, and despite the frustration of a further delay, early indications from the Minister’s office seems to be positive in continuing the delivery of the Vision.

City of Swan Libraries

City of Swan libraries, like all public libraries, have been confronted with changing usage patterns, changing expectations of customers and funding bodies, and challenges related to digitisation and technological advancement. These shifts have required changes in library places and spaces, the role and work of library staff and the skills they require.

A significant strategic shift occurred in 2012 with the merger of the Customer Services business unit and the Libraries business unit. The purpose of this was to provide an integrated customer service model via not only the City’s Administration Building, but also the City’s Place Hubs. Libraries were placed at the heart of these hubs wherever possible, providing a range of City services and library services.

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The City of Swan Customer and Library Services Strategic Work Plan (Attachment 2) has been aligned with the required City of Swan Annual Business Plan for the Unit and the 2016, Guidelines, Standards and Outcome Measures for Australian Public Libraries. (Attachment 3). The plan details the approach the City takes in delivering library services to its diverse and growing community through:

• Library contents and collections;

• The range and number of programs provided;

• How its libraries will be operated with respect to staffing, spaces, customer service and how the multitude of processes and procedures applicable to a modern public library are managed;

• How the business unit will operate within the broader organisational practices and procedures plus address broader statutory obligations applicable to local government and deliver of allocated strategic priorities; and

• Ensure the allocated digital and physical infrastructure is managed to ensure it is responsive to community needs.

The plan also ensures that the City's approach to libraries aligns with other City of Swan plans and strategies. There is a science behind the practice of delivery of a modern and effective public library service, and also a statutory obligation to the State Government for the equitable and effective use of the funds it allocates to the City of Swan.

City of Swan Libraries - Assessment against Best Practice

An assessment of the City's approach to public libraries has been undertaken independently by the consultancy that developed the best practice framework being the 'Guidelines, Standards and Outcome Measures for Australian Public Libraries' ( I & J Management Services). This report is provided at Attachment 4. In summary this report found that:

"By any relevant measure, residents of the City are served by one of Australia’s leading public libraries. In all key areas of library planning, design and delivery (except for measurement of library outcomes) the City's Libraries meet or exceed the most recent benchmarks for best practice in provision of Australian public library services. Furthermore, recent revisions to the library’s strategic and business planning approaches are likely to keep the Libraries as vibrant community hubs at the forefront of developments in public libraries".

The one area where there is an opportunity for improvement is in the way the library services measures community outcomes. A greater focus on measuring library outcomes and impact, as distinct from counting library activities and usage, will enhance City of Swan Libraries’ ability to communicate to stakeholders, users and funders the real contribution that the library services already make (but has limited measures for) in its community wellbeing. This will be a focus area going forward.

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Guildford Public Library approach and performance

The City of Swan Library Service consists of six branch libraries and a virtual library servicing a population of approximately 136,676 people as at 2016. In 2016/17, Swan recorded a total of 73,574 members, 54,288 of whom were Swan residents which equated to 39.72% of the Swan population as active library members.

Comparative Data - City of Swan

Utilising the data from the updated business indicators (Attachment 5) and business performance indicators (Attachment 6) of all City of Swan libraries, the following data analyses the operating costs for the 2016 - 2017 financial year.

Operating costs per circulation 2016/17

Operating cost per circulation $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 Operating cost per circulation $2.00 Average cost $-

Source: City of Swan Libraries

In 2016-17, the average operating cost per circulation across all branches was $10.75 with Altone having the lowest cost of $7.99 and Guildford the highest of $14.61 a difference of $6.62 (82.85%) per circulation. Altone Park, Ballajura, Ellenbrook and Midland branches experienced an increase in the cost per circulation ratio in 2016-17, with total budgeted operating costs increasing by $452,996.Bullsbrook library decreased their cost ratio by $0.82 to $10.81 and Guildford increased their cost ratio by $3.69. Guildford is the highest costing branch with the highest cost per circulation since 2014/15.

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Operating costs per membership 2016/17

Source: City of Swan Libraries

In 2016-17 the average membership in Swan cost $107.56 with Altone having the lowest cost of $71.93 and Bullsbrook having the highest of $172.98. Guildford had the second highest cost of $154.13 with the other branches ranging between $74.50 and $90.50. Bullsbrook Library had a significant cost ratio increase from 15/16 from $126.15 (37.12%) which can be attributed to their lower membership number and higher operating costs, a result of the move to a new facility.

Staffing costs

The following figure shows the ratio of the 2016-17 staffing costs of each library branch divided by the total circulation in 2016-07. The ratio does not attempt to show the full cost of each issue made but does give an indication of the relative efficiency of the branches.

Source: City of Swan Libraries

Guildford has the highest staffing cost per circulation at $0.23 with Bullsbrook having the lowest at $0.14; the other branches have relatively similar costs of between $0.15 and $0.18.

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The following figure shows the average visits per opening hour per branch. This is calculated by dividing visits by the number of opening hours.

There is a significant range of outputs between the branches with Midland and Ellenbrook having visits of 53 and 51 per hour and Guildford having the lowest visits per hour at 11 per hour. Altone, Bullsbrook and Ballajura were fairly consistent with 28-33 visits per hour. Visits for the Bullsbrook library include school visits from the formerly joint use facility, which is expected to change in the future now that Bullsbrook is no longer part of a school. Ellenbrook has a separate entrance for students and therefore visits are measured only for the public entrance.

Periodic reviews have been undertaken as business as usual activities by internal City staff, and through a Library Services Review undertaken by the AEC Group in 2008 of the functionality and usage of all City of Swan Libraries to ensure equitable access to the City’s libraries. Findings have been consistent and have recommended either reduction of services and programmes delivered through the Guildford Public Library or that the library is closed, staff reallocated to Midland or Ellenbrook Library and the building reproposed.

On each occasion when changes to the Guildford Library are raised with the community there has been a strong sense that the library building and its services are integral to the community fabric. This most recent review recommends to the Council that the the Guildford Public Library is not sustainable as a small stand-alone branch, replicating similar services and programs as other City of Swan Libraries based on its proximity to Midland and its current and predicted populations.

To provide the Council with further context for any decision on the future of the Guildford Public library, an independent assessment of the City’s management approach to libraries (Attachment 7), has been undertaken by the consultancy that developed the best practice framework for Australian Public Libraries. The key findings of this independent assessment are as follows:

"…that Guildford represents approximately 4% of the City’s population. Correspondingly, the Guildford Library holds around 4% of the available stock (physical collection items) and has operating costs around 4% of the total library budget. With above average loans per member, this suggests that the nature of the collection at the Guildford Library is appropriate to and meeting the needs of the library users. And that the overall service offering, in terms of staffing, opening hours and programming, is at an appropriate level" (p.3).

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"…library membership is only 2% of the population and falling. The growth in new members is well below average. Guildford library has only 2.6% of total visits to the library (and many of these are very short as users collect reserved items), and 2.4% of total loans – with both visitation and loans also in decline. The 11 visits per hour to the Guildford library is less than half that of the next lowest library branch (Ballajura at 26 visits per hour), and less than a quarter of the rates at Midland and Ellenbrook (53 and 51 visits per hour respectively). As a result, servicing costs at Guildford Library are relatively high compared with the other branches (around 40% above the average), and operating efficiency is relatively low" (p.4).

"…it is highly unlikely that such disparate usage outcomes are a result of supply side issues. More likely, the low level of use of the Guildford Library is linked to:

i. The overall level of demand for library services within the Guildford community (which is typically lower in areas with relatively high education levels, income and English language proficiency – as is the case in Guildford); and

ii. Accessibility of other options (with both the nearby and larger Midland and Bassendean Libraries known to be well-used by Guildford residents)" (p.4).

"There is no rational argument for retaining the Guildford Library in its current form or as a full-service library. This is especially the case when investment in collections and staff at the Guildford Library comes at the cost of investment in public library services in other parts of the City of Swan, where there is:

i. Demonstrated and greater demand for those services;

ii. The likelihood of having a greater net impact on literacy, learning, wellbeing, social, cultural and employment outcomes" (p.5).

OPTIONS AND IMPLICATIONS

Option 1: Closure of the Guildford Library and repurposing the space as bookable community space

This is not the recommended option.

The Council could choose to close the Guildford Public Library as soon as practicable in accordance with the transition plan outlined below and reallocate the existing resources and staff to other City of Swan libraries. The space could therefore be repurposed as bookable community space.

Benefits of this Option:

• Staff currently allocated to the Guildford Library could be reallocated to other City of Swan Libraries, in particular growth areas of the City;

• Library resources allocated to the Guildford Library could be reallocated to other libraries in the City of Swan experiencing growth or low levels of resourcing per capita;

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• Time currently allocated to management of the staffing, resources and facilities associated with the Guilford Public Library could be redirected; and

• Community gains another bookable space, particularly in a building that has a strong sense of community history.

Costs of this Option:

• Loss of a direct library services a walkable distance for some community members who currently use the library, inclusive of free WIFI, internet services and public access computers;

• Increase in workload of City of Swan officers who manage bookings of community space; and

• Costs associated with preparing the building for booking by community- e.g. security and access ability.

Transition Plan to support closure

If the Council decides to adopt Option 1, the loss felt by some Guildford community members who currently use the library or who have used it in the past, and the personal inconvenience of not being able to walk to a library needs to be recognised. However all current members of the Guildford Library will continue to have access to library services though the Midland Library should they choose to visit the Midland Library, as many Guildford community members currently do. This transition plan also outlines how support will be offered to all those impacted.

The Transition Plan includes a personal letter to current Guildford Library members advising them of the Council resolution in this regard. The letter will include an invitation to:

a. Contact a designated City of Swan library officer to discuss alternate options; b. An open invitation to a series of “welcome sessions” at the Midland Library or any City of Swan library that is requested; and c. An open invitation to one on one or group sessions on how to access the City’s Virtual Library.

There is a process associated with the potential closure of a public Library in accordance with the current partnership between the State Government and the City of Swan in providing library services to the community. In preparation of the closure plan, contact has been made with the relevant State Library of Western Australia staff to seek advice on the statutory implications. Should the Council decide to close the Guildford Public Library there needs to be formal correspondence from the City to the Library Board of Western Australia advising the Board of Council’s decision. This correspondence would also be required to provide information to the Board as to how affected community members have equitable access to other City of Swan public libraries. This correspondence could be provided to the 2 November 2017 Board meeting.

These enquires also ascertained that current state government funding allocations would not be negatively impacted by the closure of the Guildford Public Library as funding is provided on a per capita basis according to the total population of the local government area and not on the number of libraries provided within the City.

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Option 2: Maintain the Guildford Public Library as a small standalone traditional branch library

This is not the recommended option.

The Council could choose to maintain the same service delivery model (28 hours per week) as currently applies to the Guildford Public Library on the understanding that its current level of usage is acceptable to the Council and is not likely to increase.

Benefits of this Option:

• The community of Guildford retain the small, traditional library space that many feel connected to that suits library customers who do not enjoy larger more modern library spaces;

• This service is delivered by library staff rather than relying on technology and delivers a more personal service with library resources being sought from other libraries in the City rather than customers have to visit the libraries themselves; and

• There is little expenditure required by the City of Swan to introduce similar facilities or modern technology as in other City of Swan Libraries that require larger floor space.

Costs of this Option:

• Other City of Swan libraries will not be able to be resourced in a more equitable way and will require increased staffing or reduced operating hours in busier libraries; and

• Guildford community members who cannot access the library due to limited hours or require more access to technology and programs and activities will need to continue to use other City of Swan libraries or Bassendean library.

Option 3: Refocus the Guildford Public Library aligned with the recommendations in the Heritage Precinct Master Plan (two year trial)

This is the recommended option.

This option is proposed in recognition 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 however, could be refocused through staged improvements to the current facility (in accordance with recommendations in the Heritage Precinct Plan) to provide enhanced community benefits aligned to a Library Lounge concept. This would reflect the unique character and interests of the Guildford community co-located with creative arts and technology space through the:

• Provision of a small targeted collection reflecting current usage e.g. children, popular fiction, Guildford specific subjects such as history, heritage and restoration subjects available;

• Total self-serve (RFID);

• Staffed when decided by community to a total of 12 hours per week to deliver whatever the community chooses from regular services and programs delivered from other City libraries;

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• 24/7 access through swipe card allocation to access community led activities and programs compatible with the Library space e.g. study groups, book clubs, storytime sessions, local art exhibitions etc;

• Dedicated Maker Space/technology lounge/optimal WiFi;

• Introduction of coffee facilities;

• Improved IT services and connectivity; and

• Provision of space and services (such as a 3D printer) for a business star- up/incubator space.

This report is recommending that the Council support option three as this concept for the Guildford Library reflects international and national trends in the redesigning of public library spaces which house smaller, fast paced rotating collections of best sellers and collections that speak directly to the interests of their community. Spaces in libraries are more about providing connections between community members who come together formally and informally to explore ideas, crafts, entertainments and group and individual study and meetings.

Benefits of this Option:

• This option provides the opportunity to incorporate some of the feedback from the recent community consultation undertaken in partnership with the Friends of the Guildford Library Group;

• Community builds partnership with the City of Swan;

• Local businesses may benefit by supporting programs that foster creative industry;

• Some staff resources currently allocated to the Guildford Library could be reallocated to other City of Swan Libraries, in particular growth areas of the City;

• Guildford community retain some access to City of Swan library staff;

• The community of Guildford retain their small library space with some elements of a traditional library that many feel connected to;

• Guilford Community has access to their library space any time that suits them and that space includes dedicated maker space/technology lounge/optimal Wi-Fi plus space for the community to come together;

• The Guildford Community is leading the delivery of programs and activates that suits it at times that it works best for the community; and

• Other residents in the City of Swan could have access to this unique space and its facilities when other City of Swan libraries are not open.

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Costs of this Option:

• Costs associated with preparing the building for booking by community - e.g. security and access ability;

• Loss of a small traditional library based on library materials only and run by library staff when open;

• Some staff resources need to remain allocated to Guildford Library rather than reallocated to other City of Swan libraries, in particular growth areas; and

• Potential misuse of facility or resources.

This option is recommended subject to a further report to Council detailing the costs of the proposal and an evaluation framework to be used to measure the viability after a two year trial period.

CONCLUSION

This report has provided a summary of the strategic direction of libraries and options for Council to consider with respect to the future of the Guildford Public Library inclusive of an officer recommendation. A two year trial period for the recommended option is recommended, and an agreed evaluation framework to test whether the utilisation of the facility significantly improves.

A leading specialist in the evaluation of the intrinsic value of the public libraries to their community has provided a proposed framework for this evaluation (Attachment 8). Further, given the short timeframe to develop this report, the officer recommendation is for more detailed costing to support the preferred option (s) being undertaken, and reported back to the Council for its final determination at the earliest opportunity.

CONSULTATION

Three Community Information Sessions were held at the Guildford Town Hall on Thursday 24 August, 5.30- 7.30 (18 participants), Friday 25 August, 9.30-11.30 (10 participants) and Saturday 26 August, 4.30-6.30 (25 participants). These sessions were delivered in partnership with the Friends of the Guildford Library Group and included a presentation by the Manager Customer and Library Services about libraries as community hubs, community led libraries and images and ideas from innovative small libraries around the world. Following a tour of the Guildford Library led by City of Swan staff, a creative idea sharing session was facilitated by members of the Friends of the Guildford Library Group and output captured.

A survey was developed in partnership with the Friends of the Guildford Library group to seek input on types of resources, facilities or uses considered appropriate for the Guildford Library space and to gauge community appetite to be involved in any future developments regarding the library.

At the time of report compilation the community survey was still open and due to be completed by the 15 September 2017. A summary of the survey findings will be distributed to Council at the earliest opportunity, prior to the scheduled Agenda Forum, for Council's consideration.

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Other external parties consulted were:

• Public Library Liaison Librarian, State Library of Western Australia, and

• Mr Ian Phillips - I and J Management Services.

ATTACHMENTS

Attachment 2: City of Swan Libraries Strategic Plan 2017 - 2020

Attachment 4: City of Swan Libraries - Assessment of library planning and management against industry best practice

Attachment 5: Updated Business Performance

Attachment 6: Updated Business Performance Indicators

Attachment 7: City of Swan Libraries - Guildford Library Viability;

Attachment 8: City of Swan Libraries - Guildford Library Evaluation Framework

Provided under separate cover

Attachment 1: City of Swan Library Services Review: Research and Analysis, May 2008 AEC Group

Attachment 3: Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016, Australian Public Library Alliance and I and J Management Services

Attachment 9: Summary of community feedback via the Friends of the Guildford Library Group - To be provided under separate cover at the earliest opportunity (prior to the scheduled Agenda Forum).

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STRATEGIC IMPLICATIONS

City of Swan Strategic Community Plan - SCP

• S2.1 Strengthen Place based access and delivery of services; and

• G2.1 Improve capability and capacity.

City of Swan Youth Strategy - (Draft)

• E1.1.1.1 Facilitate peer to peer and business start-up mentoring programs;

• E2.2.5.10 Continue and expand existing library education programs to assist job seekers;

• E3.3.8.15 Expand and enhance the technology used in the library ‘future labs’ and increase technical expertise through the employment of technical experts; and

• B2.8.17.33 Investigate the feasibility of utilising, enhancing and upgrading City facilities, to ensure when upgraded facilities are fit-for-purpose.

Strategy for the Ageing Population - SAP

3.1.1 Expand and evolve the scope of the City of Swan existing suite of intergenerational initiatives currently planned for in operation The City shall expand its service delivery of intergenerational programs and initiatives, including project partners where possible.

STATUTORY IMPLICATIONS

Library Board Act 1951

Public Library Framework Agreement 2010

The State Library of WA will be informed as per the Agreements.

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FINANCIAL IMPLICATIONS

Indicative costs associated with various options discussed in the report are provided below.

Option 1 - Close Guildford Library and repurpose as a bookable community space (assumption 7 months operation in 2017/18)

17/18 $1,200 • Remove and relocate stock

$2,000 • Remove furniture, fittings and equipment

$500 • Secure building for bookings e.g. Mechanics Institute $21,875 • Building Maintenance Total: $25,575

18/19 $20,000 • Upgrade kitchen facilities

$5,000 • Make good access to utility cabinets

$37,500 • Building Maintenance

Total: $62,500

Total cost over two years: $88,075 minus any revenue from hiring the bookable spaces, which is estimated at $18,000 to $33,000 per year.

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Option 2 - Maintain the Guildford Public Library as a small standalone branch library (Assumption seven month's operation in 2017/2018).

Current budget with additional costs:

a) Additional costs other than existing budget

17/18 $25,480 Additional staff costs (seven months)

Total: $25,480

18/19 43,680 Additional staff costs

Total $43,680

b) Current budget allocation

17/18 $146,468 • 17/18 operating budget (seven months)

$11,730 • Approx. allocation of centralised budget e.g. library stock, programs etc. Total: $158,198

18/19 $251,088 • 18/19 operating budget

$11,730 • Allocation of centralised budget e.g. library stock, programs etc. Total: $262,818

Total cost over two years: $490,176

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Ordinary Meeting of Council 27 September 2017

Option 3 - Refocus the Guildford Public Library aligned with the recommendations in the Heritage Precinct Master Plan (2 year trial) assumption seven months operation in 2017/2018

17/18 $13,920 • Information officers

$6,000 • Professional staff

$5,000 • New furniture

$10,000 • Future’s lab offering, laptops, 3D printing

$9,000 • RFID

$21,875 • Building Maintenance

$50,000 • Security and 24/7 access

$20,000 • Library resources

Total: $135,795

18/19 $18,720 • Information officers

$10,000 • Professional staff

$15,000 • Finalise Future’s Lab offering

$5,000 • Upgrade service desk

$20,000 • Upgrade kitchen facilities

$5,000 • Make good access to utility cabinets

$37,500 • Building Maintenance

$20,000 • Library resources

Total: $131,220

Total cost over two years: $267,015

Summary

Total cost over two years:

Option 1 - $88,075 (minus $18,000 - $33,000 revenue estimate).

Option 2 - $490,176

Option 3 - $267,015

A more detailed cost analysis for option three would be provided as part of the proposed business plan in the officer's recommendation.

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Ordinary Meeting of Council 27 September 2017

VOTING REQUIREMENTS

Simple majority

RECOMMENDATION

That the Council resolve to:

1) Accept that the Guildford Library is not sustainable to continue as a small stand- alone branch library in its current operating model, and

2) 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.

MOTION that the Council resolve to:

1) Defer a decision on the Guildford Library until the Ordinary Meeting of Council of 13 December 2017 in order to update the City report with the outcome of the public consultation, the outcome of the survey, and the recommendation of the Friends of Guildford Library, and to revise the recommendation.

2) Record the reasons for the deferment as:

a) There has apparently not been time to include the outcome of the three public meetings in the report.

b) There has apparently not been time to include the outcome of the survey.

c) The recommendation of the report written by Friends of Guildford Library has not been included.

d) This decision is not urgent and does not need to be taken now.

(Cr Johnson - Cr Elliott)

MOTION WAS PUT TO THE VOTE AND LOST (7/8)

For: Crs Elliott, Haynes, Johnson, Lucas, McNamara, Parasiliti and Williams

Against: Crs Bailey, Färdig, Henderson, Kovalevs, McCullough, McDonnell, Trease and Wainwright

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Ordinary Meeting of Council 27 September 2017

MOTION that the Council resolve to:

1) Accept that the Guildford Library is not sustainable to continue as a small stand- alone branch library in its current operating model, and

2) Request a detailed report be provided to Council at the 14 March 2018 Ordinary Meeting of Council, providing a business plan to refocus the library, as discussed in Option 3 of this report and aligned to recommendations in the Heritage Precinct Master Plan.

3) Record the reason for changing the officer’s recommendation is to ensure that a decision is made on the business plan in time for business and budget planning for 2018-2019 and which will also enable time for staff to consider community input to the business plan.

(Cr Färdig - Cr McNamara)

AMENDMENT TO THE MOTION

Cr McDonnell requested that the following amendment be incorporated if the mover and seconder agreed:

Insert that the outcome of the public consultation form part of the business plan report.

Cr Färdig did not agree to the amendment.

AMENDMENT TO THE MOTION

1) Modify Part 1 to read:

Recognise the need to improve the Guildford Library operating model.

(Cr Johnson-)

The Presiding Member ruled the amendment would substantially change the substantive motion and so disallowed the amendment.

AMENDMENT TO THE MOTION

1) Modify Part 1 to read:

Accept the Guildford Library needs to change its operating model.

(Cr Johnson-)

The Presiding Member ruled the amendment would substantially change the substantive motion and so disallowed the amendment.

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Ordinary Meeting of Council 27 September 2017

MOTION that the Council resolve to:

1) Allow Cr Johnson an extension of time of 2 minutes for his speech.

(Cr Henderson – Cr Haynes)

RESOLVED UNANIMOUSLY TO:

1) Allow Cr Johnson an extension of time of 2 minutes for his speech.

RESOLVED 12/3 TO:

1) Accept that the Guildford Library is not sustainable to continue as a small stand- alone branch library in its current operating model, and

For: Crs Bailey, Elliott, Fardig, Henderson, Kovalevs, Lucas, McCullough, McDonnell, McNamara, Trease, Wainwright and Williams

Against: Cr Haynes, Johnson and Parasiliti

Page 23

AUSTRALIAN PUBLIC LIBRARY ALLIANCE

GUIDELINES, STANDARDS AND OUTCOME MEASURES FOR AUSTRALIAN PUBLIC LIBRARIES JULY 2016

9 I & J Management Services

Acknowledgements In January 2016 the Australian Library and Information Association (ALIA) Australian Public Library Alliance (APLA) and National and State Libraries Australasia (NSLA) commissioned I & J Management Services Pty. Ltd. to update the guidelines for Australian Public Libraries – Beyond a Quality Service: Strengthening the Social Fabric, Standards and Guidelines for Australian Public Libraries, 2nd ed. 2012, produced by Libraries Alive! Pty Ltd.

The purpose of the project was to establish national standards and guidelines for public libraries that reflect the role and expectations of contemporary public libraries and recognise the different circumstances in the eight states and territories, allowing for appropriate local interpretation. The current national standards and guidelines were last updated in 2012 and were seen to be in need of a refresh if they were to remain relevant and useful. In particular, the project sought to update and review library guidelines and standards in relation to:

library collections (physical and digital resources and content) staffing numbers and levels library building standards budget (operational, salary and capital) technology and other web based services.

The project also aimed to enable Library Managers to report on key performance indicators (KPIs) about the library service’s contribution to community outcomes, feeding into overall measures for local, state and territory governments. The project sought a set of standard outcome indicators for public library services to enable consistent reporting and evaluation of impacts such as:

life-long learning (non-formal learning) community engagement early childhood development technology/digital inclusion. economic and workforce development.

A Project Steering Committee was established to provide advice, guidance and support to the I & J Management Services’ project team of Ian Phillips and Carol Oxley. Steering Committee members included Marian Morgan-Bindon (Chairperson – City of Gold Coast), Patrick Gregory, (Northern Territory Library), Vanessa Little (Libraries ACT), Cameron Morley (State Library of NSW), Geoff Strempel (State Library of SA), Debra Summers (Public Libraries WA) and Karen Ward-Smith (Public Libraries Victoria Network).

The project would like to gratefully acknowledge the invaluable contribution to the development of the guidelines, standards and outcome indicators of around 200 Library Managers and staff from across the country who completed the project survey and/or participated in consultation workshops held in Canberra, Melbourne, Adelaide, Sydney, Perth and Brisbane.

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 2

Guidelines, Standards and Outcome Measures for Australian Public Libraries July 2016

Contents

PREAMBLE ...... 5 SUMMARY ...... 6 INTRODUCTION ...... 8 The Australian public library sector...... 8 Why have guidelines and standards? ...... 8 The origins of the guidelines and standards ...... 9 The need to measure outcomes ...... 9 Methodology ...... 9 Structure of this document ...... 10 Maintenance and future developments ...... 11 PUBLIC LIBRARIES IN AUSTRALIA ...... 12 The Public Library Manifesto ...... 12 Australian public libraries ...... 12 Public library administration and funding ...... 14 Societal trends influencing public libraries ...... 14 A FRAMEWORK FOR AUSTRALIAN PUBLIC LIBRARIES ...... 16 GUIDELINES ...... 19 GUIDELINES: STRATEGIC COMMUNITY FOCUS ...... 21 G1. Ensure universal access to library services within the community ...... 21 G2. Reflect community needs and aspirations and engage the community in shaping library services...... 22 G3. Champion cultural identity ...... 24 G4. Create partnerships to build community and individual resilience and capacity ...... 24 GUIDELINES: SERVICE MANAGEMENT ...... 25 G5. Governance ...... 25 G6. Management ...... 27 GUIDELINES: SERVICE OFFERING ...... 33 G7. Content and Collections ...... 33 G8. Information and Reference Services ...... 37 G9. Programs ...... 39 G10. Technology access...... 42 G11. Places (physical and digital) ...... 45 GUIDELINES: SERVICE DELIVERY ...... 47

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G12. Service points ...... 47 G13. Staffing ...... 53 G14. Funding ...... 55 G15. Partnership and collaboration ...... 56 G16. Customer service ...... 58 STANDARDS ...... 60 Service provision ...... 62 Service reach ...... 67 Service participation and use ...... 68 Customer satisfaction ...... 70 OUTCOME MEASURES ...... 72 Measuring the impact of public library services ...... 72 O1. Literacy and lifelong learning ...... 77 O2. Informed and connected citizens ...... 79 O3. Digital inclusion ...... 80 O4. Personal development and wellbeing ...... 82 O5. Stronger and more creative communities ...... 83 O6. Economic and workforce development ...... 85 Defining localised outcome indicators ...... 87 ABBREVIATIONS AND ACRONYMS ...... 88 BIBLIOGRAPHY ...... 89 SUBJECT INDEX ...... 91 APPENDIX 1. AUSTRALIAN GUIDELINES AND THE PUBLIC LIBRARY MANIFESTO ...... 94 APPENDIX 2. AUSTRALIAN PUBLIC LIBRARIES STATISTICAL DATA 2011-12 TO 2013-14 ...... 95

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PREAMBLE

Change is a constant for library and information professionals Public libraries in Australia are evolving – responding to formidable challenges in terms of demographic shifts, technological growth and social change, and creating opportunities to better contribute to the individuals and communities they serve.

Public libraries are adapting and expanding beyond perceptions of their traditional roles, delivering genuinely new services to the public through substantial growth in programs and personalised information services, leveraging technology to ensure user access to a broader range of content and resources, and adopting distinctive local definitions of purpose – such as being the guardians of community stories, culture and history.

This transformation in public libraries is not about ‘flipping a switch’. It is about evolving purposefully, and figuring out how to leverage what already works well in our libraries as significant community institutions to steer users through a world of constant change.

For libraries to thrive in this new environment, Library Managers and staff have to step outside of their comfort zone. They need to stay on top of innovation in the sector, identify ways to maximise community engagement, and make the library experience even more interactive and influential. The knowledge, skill base and practices that have been developed over many years provide a solid platform for growth and provision of guidance to the next generation of Library Managers and leaders.

Guidelines, standards and outcome measures for Australian public libraries For a number of years, ALIA APLA have co-funded the development of public library standards and guidelines, supporting the work of Australia’s 1500 public libraries and leaders by providing an evidence-based guide for the development of library services in Australia. Australia is one of the few countries to have developed national public library standards. These industry standards are held up internationally as an example of best practice in the public library environment. They serve to cement Australian public libraries as a network – offering opportunities for efficiencies – and providing a means for advocacy and communication with funding bodies and other stakeholders.

The current guidelines and standards – Beyond a Quality Service: Strengthening the Social Fabric; Standards and Guidelines for Australian Public Libraries, 2nd ed. 2012 – informed service planning and assessment and continuous improvement, and have been a practical tool for comparison among library services. In 2016 it was decided that these standards and guidelines were in need of a review and updating if they were to remain relevant and useful.

The revised Guidelines, Standards and Outcome Measures for Australian Pubic Libraries have been developed in close consultation with public Library Managers and staff across Australia and a project steering committee consisting of executive leaders from each state and territory. The revised guidelines have improved upon the 2012 standards and guidelines in several ways. They:

present a framework for Australian public libraries that brings together and illustrates the essential components of a public library, indicating five key areas where guidelines should be developed to enhance the smooth and consistent operation of public libraries explain the strategic and community context for the work of public libraries, describing not just WHAT libraries should be doing but WHY this is important provide a set of standard outcome indicators for public library services to enable consistent reporting, evaluation and demonstration of the real impact of libraries on people’s lives.

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SUMMARY

This document presents evidence-based guidelines, standards and outcome measures for the planning, development, delivery and review of public library services in Australia.

Guidelines document best practice and are intended as operational suggestions for improving library performance.

Standards are quality levels for benchmarking, comparison and attainment.

Outcome measures indicate the type of impact that provision and use of public library services can have on individuals and communities.

The guidelines, standards and outcome measures presented here recognise current international and Australian trends in provision of public library services and the views of many Australian public Library Managers. The guidelines and standards draw heavily on the 2012 edition Beyond a Quality Service, with other major sources including Finland’s Quality recommendation for public libraries, the Ontario Public Library Guidelines - For Municipal and County Libraries, Standards for New Zealand Public Libraries, and the latest NSW and Queensland public library guidelines and standards.

There are 16 guidelines, 15 standards and six areas of outcome measurement.

Guidelines Strategic Community Focus G1 Ensure universal access to library services within the community G2 Reflect community needs and aspirations and engage the community in shaping library services G3 Champion cultural identity G4 Create partnerships to build community and individual resilience and capacity Service Management G5 Governance G6 Management Service Offering G7 Content and collections G8 Information and Reference services G9 Programs G10 Technology access G11 Places (physical and digital) Service Delivery G12 Service points G13 Staffing G14 Funding G15 Partnership and collaboration G16 Customer service

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Standards Service provision S1 Library expenditure per capita per annum (excluding library materials) S2 Number of staff S3 Number of qualified staff S4 Library materials expenditure per capita per annum S5 Collection items per capita S6 Age of collection S7 Internet computers per capita Service reach S8 Membership as a percentage of the population Service participation and use S9 Visits per capita per annum S10 Website visits per capita per annum* S11 Circulation (loans per capita per annum) S12 Turnover of stock (loans per collection item) S13 Program attendance per capita per annum* S14 Internet downloads per capita per annum* Customer satisfaction S15 Customer satisfaction * New standards in 2016.

Outcome measures O1 Literacy and life-long learning, including early childhood development O2 Informed and connected citizens O3 Digital inclusion O4 Personal development and wellbeing O5 Stronger and more creative communities O6 Economic and workforce development

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INTRODUCTION

The Australian public library sector The Australian Library and Information Association (ALIA) is the national professional organisation for the Australian library and information services sector. ALIA seeks to empower the profession through leadership, advocacy and mutual professional support that underpins the development, promotion and delivery of quality library and information services to the nation.

The ALIA Australian Public Library Alliance (APLA) is the peak body for public libraries in Australia. APLA was formed in 2009 when library leaders at the ALIA Public Libraries Summit called for an alliance to bring together ‘Australia’s public libraries, united behind common goals and ambitions, sharing best practice, contributing to strong communities, valued by people and government, continuing to provide universal free access to information, knowledge and ideas, and confirming the importance of their role for future generations.’ APLA is auspiced by ALIA and comprises the chair of every state-based public library association, a senior representative from the ACT, Northern Territory and Tasmanian library services, and expert members. APLA represents 94% of the 1,500 public libraries across Australia.

National and State Libraries Australasia (NSLA) is the peak body for active collaboration between the ten national, state and territory libraries across Australia and New Zealand. Each of the ten NSLA member libraries works within different government jurisdictions. The libraries collaborate on a number of projects and support working groups addressing issues including: literacy, collection development, marketing and services focusing on Indigenous Australians.

Why have guidelines and standards? Libraries in any country, state or territory and at any stage of development have both strengths and weaknesses, and all are capable of improvement. Therefore, guidelines and standards are relevant to every public library at some point in its development.1

Guidelines and standards suggest what might be possible. Drawing on the collective knowledge and experience of library practitioners, guidelines and standards provide assistance to librarians to develop an effective public library service that recognises and responds to the requirements of their local community. Guidelines and standards:

provide a philosophical context for quality public library service serve as a tool to identify strengths and select areas for strategic and operational improvement assist in planning, design and development of library services provide an evaluation mechanism and benchmarking tool for public accountability assist in determining whether resources are sufficient.2

Guidelines and standards outline what is achievable and what is aspirational. While some libraries may operate at the most basic level of service, all libraries should be striving towards the highest levels of service that they can deliver. Ultimately, while public library guidelines and standards describe possibilities, local conditions will dictate what is feasible, with regard to both service scope and quality and organisational capability.

1 The Public Library Service: IFLA/UNESCO guidelines for development, Philip Gill et. al., 2001. 2 Public Library Standards: A Review of Standards and Guidelines from the 50 States of the US, Christine Hamilton-Pennell, Mosaic Knowledge Works, April 2003.

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The origins of the guidelines and standards Australia is one of the few countries to have national public library guidelines and standards.

Towards a quality service: goals, objectives and standards for public libraries in Australia, published by ALIA in 1990, was the first single document to guide public library development in Australia at a national level.

More than 20 years later the first edition of Beyond a Quality Service: Strengthening the Social Fabric; Standards and Guidelines for Australian Public Libraries was published in 2011, with a second edition released the following year. These publications were evidence-based guides for the development of library services in Australia, providing a framework for equitable service delivery, assessment and improvement, and a means of comparison among library services highlighting what standards were already being achieved by leading libraries. Beyond a Quality Service drew on earlier work on guidelines and standards carried out by the State Libraries of NSW (Living learning libraries3) and Queensland (Queensland public library standards and guidelines4).

The national standards and guidelines were intended to be used in conjunction with other more detailed state and territory standards and guidelines developed to suit local needs and conditions. For example, the NSW and Queensland guidelines, People places: Guide for NSW public library buildings (3rd ed. 2012), Victoria’s 2011 Being The Best We Can self-evaluation framework and toolkit, and the 2010 WA Standards of Measure and Performance Report.

In parallel with the national guidelines and standards, NSLA has published annual statistics on Australian public library usage, activities and service offerings since 1996-97.

Collectively, these standards, guidelines and statistics have enabled local governments to benchmark their library services and to plan more effectively. They provide a platform for continuous improvement that underpins this 2016 update, refresh and expansion of the guidelines and standards.

The need to measure outcomes In the past, libraries have relied on quantitative measures such as visitor numbers, attendance counts and anecdotal stories to measure the success and effectiveness of these services. To provide more rigorous arguments for library funding and to guide future strategy development, data is required to provide evidence of the impact that these services have on people’s lives and the value that this adds to personal, community and economic wellbeing. A set of standard outcome indicators for commonly provided public library services is required to ensure consistent measuring and reporting.

Methodology Guidelines, Standards and Outcome Measures for Australian Public Libraries, 2016 is an evidence- based guide for improving and benchmarking library services in Australia. It builds on and extends existing Australian guidelines and related work and recognises standards already achieved by leading libraries.

3 Living Learning Libraries; standards and guidelines for NSW public libraries, 3rd ed. 2011, published by the State Library of NSW for the Library Council of NSW: http://www.sl.nsw.gov.au/services/public_libraries/living_learning_libraries/index.html . 4 Queensland public library standards and guidelines, State Library of Queensland: http://www.plconnect.slq.qld.gov.au/services/collection-management/policies/guidelines .

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Guidelines The guidelines presented here recognise international and Australian trends in provision of public library services, drawing on an extensive review of local and international literature. It has been shaped by the views of many Australian public Library Managers who participated in a national survey of public libraries on the use and value of guidelines and standards and a series of consultation workshops held around the nation.

The guidelines draw heavily on the current guidelines for Australian public libraries – Beyond a Quality Service, with additional references and resources listed within each guideline. Other major sources include Finland’s Quality recommendation for public libraries, the Ontario Public Library Guidelines - For Municipal and County Libraries, Standards for New Zealand Public Libraries, and the latest NSW and Queensland public library guidelines and standards.

Standards The agreed evidence base for public library standards is the annual collation of national-level library statistics reported through NSLA. The NSLA data has some shortcomings for comparisons between libraries5, but it is the only available national data set on public library performance.

NSLA data is used to set targets for each of the standards included in the national guidelines and standards. Base targets are set as NSLA averages. This allows for a simple updating process to be triggered by the release of successive annual NSLA statistics. The first edition of the standards was based on NSLA statistics for 2008-09, with the second edition (2012) using the NSLA 2009-10 data.

This 2016 edition uses the NSLA averages from 2013-14, with some adjustments made to financial indicators to account for inflationary factors.

Structure of this document This document references recent work on guidelines and standards from Australia and overseas, and is firmly grounded in contemporary Australian practice. It blends the reality of public library service provision with what might be, and what might need to be, in the coming years.

This Introduction section describes the rationale for, origins of and methodology in development of national public library guidelines and standards. The next section (Public Libraries in Australia) presents brief background information on public libraries in Australia, their funding and administration, the environment in which they operate, and societal trends which may affect them in the future. There is then a Framework which brings together and illustrates the essential components of a public library, highlighting the five key areas where guidelines, standards and/or outcome measures should be developed to enhance the smooth and consistent operation of public libraries.

The main body of the document presents principles that have governed the development of the Guidelines, Standards (where appropriate) and Outcome measures. Reference is made to related resources and tools that provide specialised guidance and support (e.g. in collection of outcomes data). These sections draw on the experience and judgment of many public Library Managers, and acknowledge that application of the guidelines and standards needs to be tempered by local context, conditions, challenges and opportunities. It is expected that Library Managers will use the standards and guidelines in conjunction with more detailed state and territory based information (if and where

5 NSLA says of its annual statistical data that “it is difficult to use this data to compare library services with each other due to the significant variations in social and geographic criteria applying from State to State and within each State. These conditions create differing demands and needs which affect the type and scope of public library services provided. Further difficulties in comparing data are caused by the diverse service delivery methods used to provide public library services.”

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they exist). Definitions are given with each standard, and are the definitions used in the annual NSLA statistical reports, unless otherwise noted. Other factors to consider are presented in the Notes sections. Related standards and documents are listed in the Additional resources section.

The Bibliography is a select list of relevant works, including those referenced throughout the text. The Contents page and Index assist with navigation.

Maintenance and future developments The guidelines presented in this document comprehensively cover the range of activities involved in managing, planning and delivering public library services. Being firmly grounded in contemporary and leading Australian practice they should be robust enough to remain relevant for at least the next four to five years. However, it is clearly evident that in some cases the guidelines, and to an even greater degree the standards, need to be reviewed and refreshed on a more frequent basis.

This is particularly true of standards with a financial component (which are influenced by inflation), although all standards could be updated on an annual basis in line with the release of the annual national public library statistics.

It is also true of any guidance related to technology management and provision (e.g. remote access and use, digital content), where the exponential pace of change in ICT means that technologies that will be mainstream in five years’ time have not yet been conceived.

It is also likely that the outcome measures articulated for the first time in these guidelines would benefit from review and refinement following an initial period of implementation.

ALIA, APLA and NSLA are committed to updating relevant standards and guidelines and these will appear on the ALIA website (www.alia.org.au) as the evidence base evolves.

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PUBLIC LIBRARIES IN AUSTRALIA

The Public Library Manifesto The third version of the IFLA/UNESCO Public Library Manifesto was published in 1994. It is internationally recognised as a clear statement of the fundamental principles of the public library service.

Freedom, prosperity and the development of society and of individuals are fundamental human values. They will only be attained through the ability of well-informed citizens to exercise their democratic rights and to play an active role in society. Constructive participation and the development of democracy depend on satisfactory education as well as on free and unlimited access to knowledge, thought, culture and information.

The public library, the local gateway to knowledge, provides a basic condition for lifelong learning, independent decision-making and cultural development of the individual and social groups. … (The public library is) a living force for education, culture and information. The public library is the local centre of information, making all kinds of knowledge and information readily available to its users. The services of the public library are provided on the basis of equality of access for all, regardless of age, race, sex, religion, nationality, language or social status. …

The following key missions which relate to information, literacy, education and culture should be at the core of public library services:

- creating and strengthening reading habits in children from an early age - supporting both individual and self-conducted education as well as formal education at all levels - providing opportunities for personal creative development - stimulating the imagination and creativity of children and young people - promoting awareness of cultural heritage, appreciation of the arts, scientific achievements and innovations - providing access to cultural expressions of all performing arts - fostering inter-cultural dialogue and favouring cultural diversity - supporting the oral tradition - ensuring access for citizens to all sorts of community information - providing adequate information services to local enterprises, associations and interest groups - facilitating the development of information and computer literacy skills - supporting and participating in literary activities and programs for all age groups.

These missions are incorporated into the 2016 Guidelines, Standards and Outcome Measures for Australian Public Libraries as shown in Appendix 1. This occurs most notably through libraries’ targeted collections and programs, especially where these have a focus on outcomes related to literacy, lifelong learning, informed and active citizenship, digital inclusion and personal development and wellbeing.

Australian public libraries The missions of public libraries described in the Public Library Manifesto are reflected in the everyday work of Australia’s 1,530 public library service points (1,455 fixed points and 75 mobile libraries).

In 2013-14 public libraries had more than 8.6 million registered members (37% of the nations’ population), and many more Australians who are not members used libraries for study, reading,

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internet access and to participate in library programs and activities. Public libraries made 171 million loans and recorded 112 million visits – more than 300,000 library visits across the nation every day. There are more than 39 million items in the libraries’ collections and 60% of these items have been purchased in the past five years. More than 7,500 full time equivalent staff are employed in Australia’s public libraries and total expenditure on public libraries in 2013-14 was $1.05 billion (including expenditure on the purchase of library materials).6

Australia’s public libraries support the information, education, cultural and recreational needs of local communities, and occupy a central place in community life. Public libraries provide free access to an extensive collection of books, magazines, CDs, DVDs, audio-books, e-books and electronic sources of information and recreational material. They provide access to computers and the internet, which is invaluable to those who depend on the library for access to online information and services. Libraries offer a wide range of innovative services and programs and events for all age groups, including digital and early childhood literacy, cultural activities, job seeking skills, workforce development and opportunities for lifelong learning.

Library services can be accessed at branches, in mobile libraries, online and through outreach activities conducted in the community, often in partnership with community organisations. Library staff are knowledgeable about their services and collections, understand their communities, have a strong customer service orientation, and are skilled at using and interpreting information technology and products for their customers.

Public libraries are free to use. Public libraries are safe, trusted and inclusive public spaces where everyone is welcome. In providing unfettered access to information and ideas they strengthen social cohesion and help to build safer, more literate, more skilled and more creative communities.

Public libraries are also a valuable community investment. Australian and international research on the economic value of public libraries consistently indicates a benefit-to-cost ratio of 3:1 or better, which places libraries ahead of other industry sectors “such as transportation, health and education on the efficient use of tax dollars”7 and the same as, or better than, the return from other government spending (PriceWaterhouseCoopers 2008).

The award-winning Victorian study Dollars, Sense and Public Libraries (2011), found that as a conservative estimate Victorian public libraries return $3.56 for every $1 spent.8 A subsequent study by the State Library of Queensland, The Library Dividend (2012), found that Queensland public libraries return $2.30 for every $1 spent9 and a national study by ALIA APLA National Welfare & Economic Contributions of Australian Public Libraries (2013), recorded a return of $2.90 for every $1 spent.10 Within the Australasian library sector this was on par with the return on investment generated by public libraries in NSW, estimated to be between $2.82 and $4.24 per $1 spent (Liddle 2008) and the NZ$3.50 return from New Zealand’s public libraries (McDermott Miller 2002). Internationally, the 3:1 estimate is consistent with the British Library’s assessment of £4.40 for every £1 invested (Spectrum Strategy Consultants & Indepen Consulting 2003) and the experience of American public libraries (Imholz and Weil Arns 2007).

6 Australian Public Libraries Statistical Report 2013-14, NSLA, August 2015. 7 Worth Their Weight, An Assessment of the Evolving Field of Library Evaluation, Imholz, S and Weil Arns, J, Americans for Libraries Council, 2007. 8 Dollars, Sense and Public Libraries, State Library of Victoria and Public Libraries Victoria Network, 2011. http://www.plvn.net.au/sites/default/files/20110318%20SL_PublicReport_LoRes_FINAL_0.pdf 9 The Library Dividend, State Library of Queensland, 2012. http://www.slq.qld.gov.au/__data/assets/pdf_file/0018/226143/the-library-dividend-summary-report.pdf 10 National Welfare & Economic Contributions of Australian Public Libraries, ALIA, 2013 https://www.alia.org.au/sites/default/files/Contribution%20of%20Australian%20Public%20Libraries%20Report.pdf

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Public library administration and funding The administrative and financial arrangements for local public library services in Australia vary between and within each state and territory. They range from services entirely delivered by the state or territory (e.g. Tasmania, ACT) to services delivered entirely by local government (e.g. NSW, Victoria). Within each jurisdiction libraries operate with a limited level of autonomy consistent with the regulations and rules applicable to their local context (e.g. in accord with Council strategic plans, staffing and volunteer policies, ICT infrastructure). State-based library associations and networks have a coordinating role and support collaboration between municipal and/or regional library services.

The six state libraries operate under a jurisdictional Library Act or similar legislation. These Acts can also provide for funding to and/or govern public library services to be delivered in the state. Neither the Australian Capital Territory nor the Northern Territory has a Library Act.

Public libraries are mainly funded by local government. State government funding is provided to public libraries in some jurisdictions by means of subsidies and grants, and in the past, state governments made a significant financial contribution to public library funding. State governments also support public libraries indirectly, through the activities of state and territory libraries, which typically provide some support for public libraries and may include:

collections and specialised resources, such as literacy materials or material in languages other than English digital collections accessible via the internet specialist advice on, for example, services for young people or older people, or for multicultural community groups training and professional development programs research programs marketing and advocacy collating and distributing statistical information facilitation of networking and resource-sharing.

The federal government provides no direct funding for local public libraries, although it does fund the National Library of Australia which in turn provides services to the public as well as services which are used by public libraries. Examples include Libraries Australia, the national shared cataloguing and resource sharing network, and Trove, a single-search interface to information provided by Australia’s memory institutions, including library catalogues, images, newspapers, reports, documents, music and music scores, audio and visual files, and other material.

Societal trends influencing public libraries Public libraries operate in a world experiencing “massive demographic change colliding with huge technological growth and significant social change.”11 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:

11 McCrindle, Mark, Australia’s Changing Household Landscape, 2013, http://www.mccrindle.com.au/australian- communities-blog/tag/baby_boomers/.

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access to technology and digital literacy skills are now integral to effective participation in society, access to government services and information, and engagement with learning and community activities, however, significant numbers of the population lack confidence and skills in using computers and are looking for community support managing the deluge of unfiltered information when many people, including the digital natives and millennials, 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) the move from an industrial to a knowledge economy and the demand for people entering and moving through the workforce to have the necessary 21st century literacy skills (including digital literacy), at the same time as Australia’s international rankings on early years, youth and adult literacy are falling the desire of people who are constantly connected to find a place and space where they can take time to unplug from technology and reflect and recharge demographic transformation which is seeing: - 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, with a projected increase of people aged 65 years and over from 6.4% of the population in 2012 to 14.4% in 2060, leading to a need to ensure that older adults are given opportunities for involvement in the social, learning and creative life of their communities the quest for local identity and culture in a globalised world, and the need for communities to find places where they can come together, reflect, learn, share, create and grow.

Public libraries have, over many years, proved to be adept at adapting to changes in their environment. They have evolved to encompass a wider role in community engagement and support through targeted programming. They have embraced the exponential growth in technology and the rise of social media, and are now tracking with the move to wireless access, mobile devices, apps and user-created content. The balance between physical and digital content and collections continues to shift, and public libraries and their staff will, as they have done before, lead and guide their communities through these changes.

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A FRAMEWORK FOR AUSTRALIAN PUBLIC LIBRARIES

The value of public library guidelines, standards and outcome measures comes from their being able to be used in meaningful and practical ways to improve the planning, development, delivery and review of library services. It is therefore essential that Library Managers, staff, funding bodies and other stakeholders clearly understand what the guidelines, standards and outcome measures mean, where they are and are not applicable, and how they relate to one another within the context of a high quality public library service.

To aid this understanding, a Framework for Australian Public Libraries (over page) has been developed to bring together and illustrate the essential components of a public library. The Framework indicates five key areas where guidelines, standards and/or outcome measures should be developed to enhance the smooth and consistent operation of public libraries. They are:

strategic community focus public library services - service management - service offering - service delivery individual and community outcomes.

At its core, a public library is defined by the range of services it offers, the ways in which it delivers those services to its community, and the way in which it is managed. The quality and value of the library is defined by the way in which it understands and strategically responds to the particular information and service needs of its community, and by the extent to which the services it provides have an impact on users’ knowledge, skills, attitudes and behaviours and enable communities to be more inclusive, productive and creative.

Strategic community focus Investment in public libraries is an investment in the strength, capability and resilience of the community. Therefore, public libraries must work, and be seen to work, actively with their communities to provide services that are responsive to community needs and that build individual and community capacity. Public libraries can do this by:

ensuring universal access to library services gathering and analysing information about their community that enable them to deliver services that recognise and reflect the communities’ needs and aspirations engaging community members and organisations in shaping the provision of library services being a champion of the community’s unique cultural identity (its history, art, community languages and customs ), its diversity and its aspirations creating and nurturing partnerships that build community and individual resilience and capacity.

Service management The way in which a public library is governed and managed has a significant impact on its capacity to achieve its community-focused goals efficiently and effectively. This includes issues related to:

leadership, strategic planning and advocacy policy development management of human resources, finance, facilities, capital assets and technology public relations and promotions monitoring and evaluation.

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A Framework for Australian Public Libraries

STRATEGIC PUBLIC LIBRARIES INDIVIDUAL and COMMUNITY SERVICE MANAGEMENT SERVICE OFFERING SERVICE DELIVERY COMMUNITY FOCUS OUTCOMES Governance Content/Collections Service points Public libraries work • Strategic decision-making • General and specialist • Branches (incl. opening Effective library actively with their • Strategic planning • Local studies, heritage, hours) programs and services communities to provide • Accountability and reporting culture • Mobile libraries help individuals to services that are • Advocacy • Digital • Website and online services change their knowledge, responsive to • Outreach services skills, attitudes and community needs and Management Information and reference behaviours and build individual and • Policy and planning services Staffing communities to be more community capacity • Human resources • Staffing levels inclusive, productive and management Programs • Skills, qualifications creative. Ensure access for all • Financial and asset • Literacy management • Learning Funding Literacy and lifelong Reflect community • Technology management • Creative, cultural • Operating learning needs and aspirations • Public relations and • Technology awareness, • Capital Informed and Engage the community promotions digital literacy • Sustainability in shaping library • Monitoring and evaluation connected citizens services Technology access Partnership and collaboration • Computers • Community Digital inclusion Champion the • Internet and wifi • Government Personal development community’s cultural • Education and business and wellbeing identity Places (physical and digital) • Library sector • Read and relax • Volunteers Stronger and more Create partnerships to • Study and work creative communities build community and • Meet and connect Customer service individual resilience and • Collaborate and create Economic and capacity workforce development

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Service offering A modern library offers a range of services to meet the recreational, educational, social, information and employment-related needs of library users of all ages and interests. These include:

physical and digital content and collections, including specialist collections information and reference services reading, literacy, learning, wellbeing, cultural and creative programs access to technology and support in developing digital literacy places and spaces (both onsite and online) where people can relax, work, meet, learn, connect and create.

Service delivery A public library’s service offerings can be delivered in different ways to different users in different places at different times. Traditional and well-loved branch libraries staffed by welcoming, knowledgeable and helpful professionals are now complemented by mobile, online and outreach services that take the library out and into the community. Libraries are increasingly developing partnerships and alliances with community, education, government and business organisations to leverage resources and broaden their accessibility to a wide range of users.

Individual and community outcomes Effective library programs and services help individuals to increase their knowledge and skills, to change their attitudes and behaviours, and to access information and increase awareness of what is happening in their community. Libraries can also have a positive impact on community, economic and cultural outcomes. The range of individual and community impacts includes:

literacy and lifelong learning, including early childhood development informed and connected citizenship digital inclusion, especially for this at risk of being marginalised from society through having no or limited access to technology or low digital literacy personal development and wellbeing stronger, more creative and culturally inclusive communities economic and workforce development.

Guidelines, standards and outcome measures Compared with the previous guidelines, this Framework considerably expands the scope for provision of guidance and support to the public library sector and key stakeholders. It highlights the importance of public libraries having a clear strategic focus on their community and its service needs. It presents a more comprehensive picture of public library services that goes beyond the historic concentration on collections, information services, facilities and staffing to accommodate the contemporary role of libraries in innovatively and collaboratively delivering programs, technology access and places to meet the diverse interests and needs of different users. It also emphasises the importance of public libraries monitoring, understanding and sharing evidence about the impact of library services on individuals and communities.

The remaining sections of this document present guidelines, standards and outcome measures in line with this Framework.

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GUIDELINES

Objectives The guidelines are intended to provide operational guidance and assistance to librarians in delivering effective public library services that recognise and respond to the needs of their local community.

While the guidelines describe possibilities, local conditions, capabilities and resources will dictate what is feasible, with regard to service offering, delivery and quality.

For example, in some parts of rural and remote Australia there are very small libraries co-located with schools, post offices and Community Resource Centres. The library is essentially a small collection of books. It offers no programs, limited or no access to the internet, and no online catalogue for users to access the library out of hours. It may be managed by a staff member with little or no library training or experience, for whom the library is only a small component of their duties (e.g. running a post office or processing Shire payroll or rates). Similarly, where libraries in rural and remote Australia operate across large distances the timely provision of interlibrary loans or even reliable internet services may be a challenge. Clearly in such settings, some of the guidelines and standards have limited applicability.

Principles In developing this edition of the public library guidelines, drawing on Beyond a Quality Service, comparable international guidelines and the advice of library practitioners, attention has been given to the following principles to ensure that the guidelines provide practical insights and suggestions to support the work of Library Managers and staff.

Relevant and accurate The guidelines deal with the reality of service provision in a modern Australian library. They articulate what is achievable for any library striving towards the highest level of service that it can deliver. Comprehensive The guidelines encompass all necessary aspects of public library operations, canvassing the management, scope and delivery of library services that respond to local community needs and contribute to strengthening individual and community outcomes. Current These updated guidelines recognise recent developments in library planning, offerings and service provision. Regular review will ensure that they remain current. Transparent and The guidelines have been developed with the knowledge and input of impartial interested parties. They do not give preference to the characteristics or requirements of a particular jurisdiction. Coherent and consistent The guidelines are logically organised and connected. They are presented, as far as possible, in simple language. Referenced Where relevant, the guidelines are referenced to other library guidelines in Australia and overseas. Outward and future To the extent possible, the guidelines recognise current and emerging facing community issues and government policies and priorities, and acknowledge anticipated trends in society and the economy, community expectations, and technology access and functionality.

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Terminology Reference in the guidelines to association with Council plans and policies is intended to cover:

a single Council, where the library is funded and operates at a municipal level multiple Councils, where library services are delivered as part of a regional library corporation or equivalent collaborative entity relevant territory government bodies in the ACT and NT.

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GUIDELINES: STRATEGIC COMMUNITY FOCUS

Australia’s public library system is one of its greatest community assets. Public libraries help build their communities in many ways – by building social connections, providing public spaces, developing individual and community capacity, encouraging lifelong learning, and delivering outreach services to more disadvantaged groups and individuals. Community needs and aspirations drive the way.

Strong communities build knowledge about themselves, their culture and unique history. The public library also has an important role in the collection and preservation of stories and materials that have a special relevance to its community – often doing this in collaboration with the local historical or genealogical society, or museum. The outcome is that community memories are kept safe; diversity is respected, and community identities are strengthened.

The call to collaborate, to partner, to work across sectors and across government, to form strategic, community and business alliances is a feature of life in the 21st century. Public libraries understand that the diverse spectrum of community needs in information, learning, literacy, employment skills, and leisure cannot be met by working in isolation, but requires a strategically aligned and coordinated approach across organisations working in the community. The benefits of co-operation with other organisations include less duplication of service, leverage of resources for maximum effect, and an overall improvement in service to the community.

Objective To ensure the scope, delivery and management of public library services responds to and meets local community needs and interests and contributes to achievement of meaningful outcomes for library users and the community. Libraries do this by:

ensuring universal access to library services within the community reflecting community needs and aspirations and engaging the community in shaping library services being a champion of the community’s unique cultural identity creating and nurturing partnerships that build community and individual resilience and capacity.

G1. Ensure universal access to library services within the community A. Provide safe and trusted public spaces where everyone is welcome The library provides free membership and free access to its range of services and resources which are provided through its branches, community and outreach service points (including mobile libraries) and by online means. Membership registration processes are commensurate with the service provided and are not unduly restrictive. The library is inclusive, offering services to all members of the community, including customers with special needs and those from culturally and linguistically diverse backgrounds.

B. Create awareness of library services and activities Steps are taken to ensure that the community is aware of the many programs and services available from the library. Services are marketed and communicated on a regular basis using different instruments and channels. Promotion also occurs through participation in various community events and gatherings. The library works in a networked fashion and is present in virtual networks and social media.

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Information about library programs, services, rules and opening hours is made easily available to the community in print and on the library’s website, in the appropriate language(s).

C. Maximise accessibility Access to library services is structured in a way that maximises accessibility and convenience to potential users, both when they use the library’s branches and when they access the library remotely. Information technology is used in innovative ways to enhance service access and delivery. The library works to minimise barriers to access for all users, and specifically for those with physical limitations and disabilities.

G2. Reflect community needs and aspirations and engage the community in shaping library services A. Identify community need Regular community analysis identifies what parts of the community are growing, what activities are most popular, what interests exist and what problems are being experienced (e.g. low levels of adult literacy proficiency). A range of formal and informal community-related information with implications for library service provision (including ABS census and survey data, Council profiles and local demographic, community and economic data), is gathered and analysed and the results used in planning library services. Information is collected that enables the library to understand gaps in service provision. This may involve consultation with non-users, including specific demographic groups that do not use or have limited use of the library. Changes in society and the population profile arising from such factors as social and economic development, demographic change, variations in the age structure, levels of education, patterns of employment and the emergence of other educational and cultural providers are taken into account when designing library services and activities and developing library collections. In response to identification of all of the library’s potential constituencies, the library develops specific strategies for reaching them and for providing appropriate services, materials and resources. This includes groups that may be ‘invisible’ members of the community such as people who are homeless, those who have developmental disabilities, those who are homebound or institutionalised or those who live in residential care facilities. The library regularly monitors the opinions of library users and non-users to determine what community needs exist for library services.

B. Engage the community in shaping library services Programs and services are developed from the customer’s perspective. Community members and appropriate Council, community service and advocacy groups (e.g. youth services, CALD groups) contribute to strategic direction setting and library service planning. This includes input on: what library services are offered (e.g. collections, programs, outreach services) where and when library services are offered how library services are delivered how library services are evaluated.

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C. Ensure that library programs and services meet the needs and priorities of the library’s community Library users are consulted regularly about library service scope and quality (e.g. by means of surveys, focus groups, formal and informal interviews, open houses, suggestion box, website). Feedback systems are developed and library customers are aware of different feedback options. The opinions of children and young people are taken into account. Evaluation of key library programs and services is used to monitor implementation, quality and effectiveness of library and information services and to improve the library’s service offer.

G2.1 Services for targeted population cohorts The 2012 guidelines – Beyond a Quality Service: Strengthening the Social Fabric; Standards and Guidelines for Australian Public Libraries – provided specific guidance for libraries on the design, development and delivery of library services for targeted population cohorts. Specifically:

Indigenous Australians culturally diverse communities people with disability young people (including children aged 0 to 12 years and young adults aged 13 to 18 years) older people.

The 2016 guidelines have consolidated much of this guidance into more general advice around the importance of engaging library users and community groups in shaping library services and being aware of and sensitive to the needs of all groups within the community (in particular in the Strategic Community Focus guidelines G1 to G4, but also in G7 – Content and Collections, G9 – Programs, G12 – Service Points and G13 – Staffing). This is especially important in relation to:

engaging representatives of specific user groups in planning, design and review of library activities identifying and analysing the needs of specific user groups the Collection Development Policy program design and delivery provision of physical and digital access to library buildings and services staff capability, mix and professional development funding and allocation of resources to library collections, programs and services.

In providing services to Indigenous Australians, and in areas with significant Indigenous populations, public libraries should place particular emphasis on: preservation of traditional cultural property and oral traditions; the moral rights of Indigenous Australians to ownership of their knowledge, and development of community keeping places.

In providing services to culturally linguistic and diverse (CALD) communities libraries should place particular emphasis on: purchasing minority language material where there is a distinct CALD population; developing communications strategies in community languages, and provision of programs in community languages (e.g. multilingual Story Time).

Public libraries can support the needs of people with disability through facilitation of physical access to library service points, collections policies, flexible lending periods, assistive technology, and library design, fittings and signage.

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Young people should have access to library collections, programs and services (including full library membership) subject to parental guidance and legislative requirements (e.g. classifications on materials).

Older people may benefit from library services and programs that utilise appropriate spaces, are delivered through outreach modes (e.g. services for housebound individuals), involve intergenerational programming, and provide them with opportunities to share their knowledge and skills.

G3. Champion cultural identity Public libraries are a key agency in the local community for the creation, collection, preservation and promotion of local culture in all its diversity. Where appropriate, and where relevant in partnership with other organisations, the library preserves, provides access to, and maintains a collection that relates to the development of the local community, including both historical and contemporary material. Appropriate library space and storage is provided for the collection, including security for the collection. The library provides opportunities and means for the public to donate print and digital images and contribute oral history to the collection. Co-operative arrangements are in place with appropriate local community groups and other cultural institutions such as museums and galleries for the growth, development and use of the local studies collection. A digitisation plan is developed for local history material. The library has established and adopted a policy which addresses such issues as: what types of local history materials are to be collected what techniques or methods are to be used for preservation of the materials procedures on access to and use of the materials in the collection disaster control for the protection of the collection.

G4. Create partnerships to build community and individual resilience and capacity The library is aware of the community service, education and learning providers providing support to their community and the networks and committees that exist to coordinate service provision across these providers. Where appropriate, the library is represented on these networks and committees. The library has established partnerships with other organisations in the community to coordinate resources and actions, thereby jointly improving service to the community. The library, as a significant public service provider and space, works with Council and other organisations to support the community in times of need. The library works with Council and other organisations to provide places for community groups to meet and promote local democracy.

Additional resources ALIA’s statement on free access to information, https://www.alia.org.au/about-alia/policies-standards- and-guidelines/statement-free-access-information.

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GUIDELINES: SERVICE MANAGEMENT

The strength of a public library as an integral and sustainable part of a vibrant community is underpinned by effective governance and organisational management processes.

Good governance ensures that the library has sound strategic planning and decision-making processes, is accountable to its community and stakeholders for the services it provides, and has a voice in advocating to policy-makers, funding bodies and the community the value of public libraries in strengthening community outcomes.

Good library management practices include both general management of organisational resources and assets and specific management of library operations. These include:

library planning and policy development management of the library workforce, staff capability and organisational culture financial, facilities and asset management management of library technology and technology access public relations and promotions monitoring and evaluation.

G5. Governance The governance of a public library – its leadership, strategic focus and advocacy – has a significant impact on its capacity to efficiently and effectively achieve its community-focused goals.

Objective To provide governance mechanisms that ensure the library is responsive to community needs, accountable to its community and key stakeholders, and sustainable in the meeting the interests of its community.

Guidelines A. Strategic decision-making Public libraries should be governed by a properly established body or organisation (e.g. Council, Library Board). Where possible the governing body should include representatives of the local community, including those elected either to the local Council or to the Library Board. The governing body has a lead role in: setting the library’s strategic direction approving library plans and budgets appointing senior library officers overseeing library performance and accountability for expenditure of public money. Library Boards and committees should have formal terms of reference and rules of procedure, and their proceedings should, as far as possible, be open to the general public. They should meet on a regular basis and produce an agenda and written record of proceedings.

B. Strategic planning The library should have a multi-year Strategic Plan that articulates its long-term vision for its role in supporting achievement of community outcomes. The Plan should: be clearly aligned with relevant Council Strategic Plans

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be developed in consultation with library users, library staff, community representatives and Council representatives describe the scope of library services and set clear goals for the life of the Plan. In order to strengthen alignment between Council and library activities, the library should involve Council staff in development of its strategic and business plans, and in turn should seek input to development of Council’s strategic and business plans. In order to strengthen alignment between library and community activities, the library should involve community members in development of its strategic and business plans, and in turn should seek representation on key municipal and regional planning forums.

C. Accountability and reporting The administration of a public library should be directed towards improving the quality and value of services to library users and the community. It should be efficient and accountable. Public libraries must be fully accountable to their funding bodies, governing bodies and local communities. The library’s governing body should, independently or as part of broader reporting responsibilities, report annually on the library’s services and performance. This may include publication of an annual report and financial statements. Reporting on library service performance should incorporate, where possible: achievements against specified goals, targets and performance indicators benchmarking against national and/or state library standards or the performance of similar libraries periodic evaluation and review of key library services, programs and infrastructure.

D. Advocacy The library and its governing body must ensure that the community and funding bodies are aware of the importance of the library and the contribution it makes to improved community and individual outcomes. Information about library activities, accomplishments and resource requirements is provided by the library to its local Council on a regular basis (e.g. by means of a briefing, written document or monthly, quarterly or annual report). The library participates in regional, state and national library networks and activities that seek to aggregate library performance information for advocacy purposes. The library evaluates its own performance and showcases exemplary outcomes to the community.

Additional resources Further guidance on strengthening community and Council connections is given in guidelines G2 – Reflect community needs and aspirations and engage the community in shaping library services and G4 – Create partnerships to build community and individual resilience and capacity.

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G6. Management Effective and efficient management of a public library’s physical, human and financial resources is critical to the achievement of the organisation’s objectives. The Library Manager and the management team must ensure that the library is accountable to its funders, Council, the community and other key stakeholders. They must also ensure that the library’s assets are used in a way that best targets and responds to the community’s reading, information and learning needs.

Objective To establish and implement management policies and approaches that are consistent with the general principles of good organisational management and address the specific requirements of an effective and efficient public library.

G6.1 Guidelines – Policy and planning Documented plans and policies are the library’s most effective tools in ensuring continuity of governance and consistent library service. Policies and plans help to define library programs, provide direction for future action, clarify what the library hopes to accomplish over time, and ensure that the library’s philosophy or mission is implemented.

A. Library policies The Library Manager contributes to Council’s overall planning, policy development and reporting, to ensure the library service is integral to broader strategic planning processes, as represented in Council strategic plans, social plans and community consultation protocols. Library facilities, services, programs and partnerships are planned, maintained and initiated according to changing needs in the community. Library policy documents are established, promulgated, maintained and updated. These documents include, but are not limited to: Collections development policy Conditions of library use policy Membership policy Circulation of library materials policy Internet use policy and Acceptable use policy Policy for children and young people Volunteers policy Home library services policy Marketing and promotion policy. The library has a fixed timeline or schedule in place for reviewing the library’s policies on a regular basis. Up-to-date copies of library policies are available to all employees and can be readily accessed by the public in an accessible format.

G6.2 Guidelines – Human resource management Staff are a vitally important resource in the operation of a library. In order to provide the best possible service to the community it is necessary to establish and maintain a capable and highly motivated workforce who can be active intermediaries between the needs and interests of the community and the resources, services and facilities of the library.

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A. Staffing structures and policies The Library Manager is responsible for the efficient and effective management of the library workforce. Library management and administration has been organised so that decision-making is supported by the highest library expertise and competence. The library has, in accord with relevant Council policies, written personnel management policies which address issues such as: responsibility for personnel issues recruitment hours of work salaries, wages and benefits annual, sick, parental, study and other forms of leave performance appraisal training and development grievances, resignation and dismissal retirement personnel records. The library has internal staff management structures and communications processes which include: regular staff meetings clearly defined lines of authority and formal channels of communication regular and appropriate opportunities for discussion of library policies and procedures. As far as possible within the size and scope of the library’s operation, career development opportunities are available to staff at all levels.

B. Employment conditions The library has current position descriptions for all roles and positions, setting out educational and experience requirements, duties and responsibilities, and employment conditions. Position descriptions are based on analysis of the tasks that must be performed to deliver library services in line with the library’s strategic objectives. Position descriptions are reviewed at least every two years and updated as required. Library staff (including relief staff) are employed under appropriate industrial awards and Enterprise Bargaining Agreements (EBA). Employers conform with equal opportunity, anti-discrimination and OHS legislation. Salaries are at a level appropriate to the level of work being undertaken and competitive with similar jobs in the community.

G6.3 Guidelines – Financial and asset management The Council and/or Library Board have a responsibility to secure sufficient funds and assets to enable the library to carry out its community-focused service plan. The Library Manager is accountable for spending allotted funds in a way that best meets the needs of the community and is in accordance with the planned budget.

A. Budgets Council and/or the Library Board produces an annual operating budget for the library. The annual budget is consistent with Council’s multi-year strategic funding directions. The library budget takes into account: the library’s short-term, medium-term and long-term goals and priorities distribution of expenditure across key library functions and/or cost centres all direct and indirect costs including:

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- materials costs (e.g. library collections) - personnel costs (e.g. salaries, superannuation, leave, overtime, travel, workers’ compensation) - asset replacement (e.g. capital and depreciation costs of buildings, assets and equipment owned and not owned by the library) - services supplied by the local authority (e.g. corporate overheads) revenue generated by library operations (e.g. grants, fees and charges).

B. Financial management and reporting Library resources are managed and administered in an efficient, effective and responsible manner. The library actively examines and pursues opportunities to improve cost efficiency of library operations (e.g. automation of labour intensive library processes, offsite processing, streamlining operational procedures, alternative suppliers, co-operative purchasing schemes). The Library Manager ensures that financial records are maintained in accordance with Council requirements and standard accounting practices. The Library Manager ensures that financial reporting requirements are completed and submitted in accordance with Council and regulatory requirements, including reporting against grants and strategic capital funding.

G6.4 Guidelines – Technology management Public libraries are embracing technology in a wide variety of ways (from their Library Management Systems (LMS) to adoption of Radio Frequency Identification (RFID) which facilitates easy self-checkout of materials) to streamline workflow – freeing library staff for more valuable customer assistance. Public libraries also provide users with supported access to computers and the internet as a core service offering. The library manages its technology assets and services to simultaneously meet these dual needs.

A. Technology Plan The library develops a formal Technology Plan or incorporates its strategic technology needs into a Council-wide plan to ensure that the library’s technological infrastructure and policies are at an appropriate level to meet the organisation’s and the community’s needs. The library’s Technology Plan covers: acquisition, maintenance and replacement of electronic hardware, computers and networks acquisition and upgrade of library and user-focused software applications up-to-date inventory of the library’s technology equipment and software licences funding for ICT replacement and upgrade according to its recognised life cycle system recovery to ensure continuity of services in the event of catastrophic technology failure. The library demonstrates an interest in new trends and emerging technology through research, studies or the application of emerging technologies in its programming, services and/or staff training.

B. Technology management policies The library has policies and guidelines which clearly detail user access to and use of library technologies (e.g. Acceptable Use Policy and Internet Use Policy). The policies clearly define the rules and regulations for the use of the library’s equipment, software, internet and networks and access to the library’s network via personal devices. The policies cover issues such as acceptable behaviour, downloading activities, liability, security of information, viruses and use responsibilities. The library has a plain language policy on filtering and control of electronic information via online and internet resources in the library. In the interests of promoting public access to the widest variety of

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information, the library seeks to avoid censorship of online content, except where Council policies, local laws or other legislation specifically prescribe it. The library is mindful of its responsibility regarding the retention and or/disclosure of personal information on clients (e.g. clearing web search histories). These are clearly outlined in a Personal Information Policy or similar document which is consistent with any Council privacy policies and relevant legislation. Library technology access and use policies are available to library users and guardians. Policies and guidelines are reviewed regularly and take into account Council policies and client feedback.

G6.5 Guidelines – Public relations and promotion Libraries use public relations (PR) methods to convey a strong and positive image to the general community or to a target audience about the library. These approaches generally have a longer term emphasis and often involve a two-way dialogue with the community. Promotion is closely related to PR but is more specific in communicating around a particular program or service to the anticipated users. They types of promotion and publicity used are based on the type of service and program and the characteristics of the user.

The library uses public relations and promotion to: ensure that all members of the community are made aware of library services and programs facilitate easy access to library facilities, services and programs for all community members establish, maintain and grow the reputation of the library, while increasing awareness, credibility and the influence of and trust in it as a public organisation

A. Plans and strategies The library develops a formal PR/promotions plan or incorporates library services into a Council-wide plan to ensure library services are recognised as an integral and valued part of Council services. The library’s formal PR/promotions plan builds on available research to identify potential communication media and messages to reach identified target groups. A proportion of the library budget is allocated to PR and promotional activities. Specific promotional strategies are developed to provide information about targeted library services and programs, including dissemination of publicity materials in alternate formats and languages other than English. Library services are communicated and promoted on a regular basis using various instruments and channels (e.g. through participation in events and gatherings and inclusion of information on the library’s website, virtual networks and the social media). Library services and programs are promoted to the community through appropriate community organisations. For example, Story Time and other early years’ literacy services can be promoted to families and their children through day-care centres and schools. PR and promotional strategies are used to attract new and retain existing users and members. Library staff, as the public face of the library to their communities, have a proactive role in promoting library resources and services to the community. Internal approval processes (e.g. Council look-and-feel of promotional material, release timeframes) are negotiated to allow for timely use when libraries have little prior notice of events or opportunities.

B. Promotional material and techniques Good quality informational, directional and promotional material is used.

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Local electronic, print and non-print media including accessible formats are used to promote library services and programs. Examples of PR and promotional techniques used by libraries include: using positive third party and word-of-mouth endorsement through partnering with local community groups and engaging with people and influencers on social media speaking at events (including library events) displays and distribution of library brochures in a wide range of community locations press releases and regular features in local media highlighting library programs and services library cards, bags, bookmarks, notices and signage welcome packs for new library members.

G6.6 Guidelines – Monitoring and evaluation Systematic monitoring and evaluation of library services aims to provide up to date information about how well the library is meeting its goals and objectives. This information is used in developing, implementing and assessing the library’s plans, and in reports to the community, Council, partners and other stakeholders.

A. Data collection and analysis Collection and analysis of quantitative and qualitative information on library use and performance is an integral part of library operations that assists with management decisions, resource allocation, compliance reporting and ongoing service planning. This includes the collection of statistical information on library collections, use and outputs. Surveys of both library customers and non-users are conducted on a regular basis (e.g. every two years) to assess (as relevant) their awareness of the library and its services, their views on the quality of service provided and the value of the service to them and their community. Targeted evaluation of library programs and/or reviews of library services are undertaken as needed to ensure that library services continue to meet the needs of the community efficiently. Evaluations and reviews capture the views of library users, community members, partners and other major stakeholders. Standard statistical data and reports are provided regularly to Council and other state and national library industry bodies (e.g. state and territory public library associations, annual NSLA data collection). Statistics are used to benchmark library performance against other comparable libraries to inform service improvement. Relevant library content (e.g. corporate and collections information) is produced as open data sets for national, state and local portals to enable improved service analytics, benchmarking and service transparency.

B. Performance indicators Useful library performance measures include (but are not limited to): aggregate budget and expenditure information cost ratios (e.g. expenditure per capita … per loan … per visit) total and per capita expenditure on key library services (e.g. collections, programs) staffing per capita library membership circulation data (e.g. loans, returns, reserves, interlibrary loans) by collection type (e.g. physical/digital items, fiction/non-fiction/periodicals, junior collection) program data (e.g. number of programs and events, attendees) computer and internet use (e.g. computers per capita, computer bookings, wifi sessions, downloads)

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library visits to branches and the website (e.g. by day, weekday/weekend, peak times) customer satisfaction .

Additional resources Guideline G10 – Technology Access is relevant to management of the library’s technology assets. Guideline G11 – Places (physical and digital) is relevant to management of the library’s physical assets. Guideline G12 – Service Points is relevant to management of the library’s physical assets. Guideline G13 – Staffing is relevant to management of the library’s human resources. Guideline G14 – Funding is relevant to management of the library’s financial resources. Guideline G16 – Customer service is relevant to monitoring and evaluation.

Information on public library standards is relevant to monitoring and evaluation of library services.

The Library Edge Toolkit developed in the US presents a national set of benchmarks for public libraries to evaluate their technology services, and includes resources, recommendations, and tools for strategic planning and community engagement. http://www.libraryedge.org/toolkit

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GUIDELINES: SERVICE OFFERING

A contemporary library plans, designs and develops a variety of services, programs, support and facilities to meet the recreational, educational, social, information and employment-related needs of members of the community across all life stages, demographic groups and interests. A library’s service offering can include:

physical and digital content and collections, including general, specialist local studies, heritage and cultural collections information and reference services reading, literacy, learning, wellbeing, cultural and creative programs, including support in developing digital literacy access to computers, the internet, printers, scanners and other technology places and spaces (both onsite and online) where people can relax, work, meet, learn, connect and create.

G7. Content and Collections Providing print materials and electronic resources for reading, listening to and viewing is a core activity for public libraries. Collections are developed to meet the current, emerging and future needs of the local community.

Public library collections aim to provide a wide coverage of subjects, formats and genres to cater for the diverse needs of the community, while adapting to emerging trends and formats as appropriate. They support the library’s important roles in lifelong learning, reading for pleasure and the documentation and preservation of cultural memory. Collection development is based on sound principles of intellectual freedom.

New media and technologies provide exciting opportunities for public libraries to expand their services, with the addition of ebooks a prominent change in recent years. The market for ebooks grew quickly but has levelled out. Some people choose to read books, magazines and articles on their computers, ereaders, smartphones and tablets, as well as in hard copy. Libraries aim to offer their members access to a range of contemporary fiction and non-fiction items in digital formats.

While digital content enables community needs to be met in innovative ways, it also introduces major challenges. Firstly, in developing an economic model for elending that will make ebooks readily available to library users, while ensuring there is a generally accepted, fair balance between the commercial and ethical interests of libraries, creators, publishers and aggregators.12 Secondly, in resolving technical issues associated with the large variety of ereading devices used by library patrons that operate on different platforms, some of which are not compatible with aggregator services used by libraries.

ALIA has noted that it is essential for libraries to establish their role and position in this new digital environment, so that library users can continue to enjoy access to a wide range of content.13 ALIA is actively contributing to discussions surrounding ebooks and elending at both international and national levels with the aim of finding mutually beneficial ways of public libraries and book industry stakeholders working together. ALIA was represented on the Federal Government’s Book Industry Collaborative Council (BICC) which sought “to maintain a dialogue between the industry and government and to encourage collaboration between the supply chain sectors.”

12 ALIA position statement on ebooks and elending, May 2013. 13 ALIA Future of the library and information science profession: public libraries, 2014.

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Objective To ensure development and management of library content and collections which: meet the information, education, recreation and cultural needs of the community; support the development of lifelong learning, and foster a love of reading. The library does this by:

developing the collection to reflect the community’s demographic and economic situation (e.g. what parts of the community are growing, what activities are most popular, what interests exist, what businesses are present) providing access to resources in a variety of formats including print, audio and digital ensuring appropriate and efficient access for all members of the community to the continuously developing library collection documenting, preserving and presenting the historical and contemporary development of the local community.

Guidelines A. Access for all Universal access is a principle that underpins the library’s operation. The library provides library materials on an organised and regular basis to residents who are unable to travel to the library (e.g. the housebound, residents of institutions such as hospitals, nursing homes and prisons). Access is provided to adult basic English skills and English as a Second Language (ESL) materials with reading levels and formats appropriate to meet the needs of customers who are new readers or who have developmental disabilities or limited English speaking skills.

B. Responding to the needs of different communities Each library service point holds its own core collection of reference and lending resources, including fiction and non-fiction in a variety of formats, suitable for all age groups, and responsive to the particular needs of the locality. The quantity of materials held in each branch library is dependent upon the requirements and interests of the community served, the geographic spread and size of the population served, the size of the facility and budgetary considerations. Each library possesses sufficient stock to ensure that it can meet its normal operational requirements. The library uses interlibrary loans to supplement, but not supplant, local collection development. The library has a process in place for regularly assessing the content and size of the collection required to meet community needs. When developing or reviewing collections, the library considers the needs of people who are unable to make regular visits to the library and those who rely on remote access to the library through the internet.

C. Collection policy The library has a written Collection Development Policy to guide the development and maintenance of library collections and access to resources. The Collection Development Policy incorporates the concept of intellectual freedom and endorses the ALIA Statement on Free Access to Information 2001, amended 2015. The Collection Development Policy identifies the library’s role in collecting and preserving local material and, where possible, making it more widely accessible via the internet. The Collection Development Policy guides the development and maintenance of library collections and access to resources. The policy typically includes:

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statement on customers served purpose and parameters of the collection(s) criteria for selection of library material collection specialities and purchase priorities procurement guidelines guidance on duplication of titles policy on customer requests for purchase of materials guidance on the level of processing appropriate for different types of library materials guidance on weeding, de-selection, discard and disposal procedures guidance on donations guidance on resource sharing asset management procedures, including stocktakes to ensure ongoing accuracy and integrity of the library’s catalogue policy and priorities for digitisation programs, or reference to a separate digitisation plan conformance with the provisions of copyright legislation procedures for collection evaluation a preservation and disaster recovery plan (where relevant). The Collection Development Policy is reviewed every two years.

D. Acquisitions and withdrawals An up-to-date, attractive and useful collection is maintained through a continual withdrawal and replacement process. On an annual basis, the library adds new materials to its collection at a rate and in formats that are sufficient to maintain a reasonable level of currency, accuracy and accessibility. Selection and acquisition procedures ensure that library materials are available to the community as soon as possible. Tendering and procurement complies with relevant Council, corporate, government or legislative requirements.

E. Access to the collection The library catalogue records the collection and provides a means by which library customers can: easily find out what collection items the library has; enables borrowing, reserves and requests to be made; allows profiles of interest to be registered; allows matching alerts to be despatched, and allows notices to be disseminated. All materials in the library collection are listed in the library catalogue. Online and digital resources are available with high quality metadata and are integrated within the library catalogue. Online resources are regarded as an integral part of the library’s collection and are easily accessed from the library’s website. Digital content includes clearly identified easy to read and understand access rights and conditions that take into account Creative Commons opportunities and provide and enable use and reuse within legislative boundaries. Catalogue records for collection items conform with international standards for descriptive and subject cataloguing. Rigorous controls ensure consistency and uniformity in catalogues which facilitate use by those unfamiliar with library cataloguing rules. The catalogue system supports library administrative tasks, member and borrower records and collection usage statistics. Any restriction on access to items or parts of the collection is clearly indicated in the catalogue. Catalogue workstations for use by customers are available at all times and are clearly signposted. Appropriate guidance (written or in person) is readily available to assist catalogue users.

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Access to the collection, particularly unique items, is maximised by contributing information to Libraries Australia, where it becomes searchable free of charge through the Trove service.

F. Facilitating collaboration across public libraries The library co-operates in collection development with other local, regional and state libraries and collecting institutions to provide a wide range of resources in a variety of formats to meet the needs of its community. Access to library collections can be enhanced through local and regional co-operative measures, resource sharing between libraries, and through the national interlibrary lending scheme. Libraries provide a framework for bibliographic control of library materials and the exchange of bibliographic data.

G. Local studies collections The library’s Collection Development Policy includes policies for acquisition, preservation, creation, management, access to and display of local studies materials (including print and digital images). Local studies materials are acquired through purchase, donation, copying or transfer from local organisations or members of the public. Specific provision is made for collecting, organising and providing access to family history materials. Links have been established with specialist consultants for professional advice concerning conservation matters. A controlled environment and standards-compliant storage conditions to permanently preserve materials are provided if the materials in the collection require such treatment. Digital archives standards are used for local studies collections where appropriate. A disaster control plan has been developed for protection of the collection. Co-operative arrangements are in place with appropriate local community groups and other cultural institutions such as museums and galleries for the growth, development and use of the local studies collection. Access is available to non-rare and non-fragile materials (i.e. standard items in Local Studies collection) at any time the library is open. Access provisions for sensitive materials and manuscripts are clearly documented. Access to rare and fragile materials is controlled. Materials collected from local private sources are provided to the public with appropriate permissions and copyright clearances. Local history photographs (print or digital) are accessible free of charge to the public, though fees may be charged for copies. Oral history collections are made digitally available for access and preservation, with digitisation prioritised in terms of significance. Appropriate exhibitions are mounted for print and digital materials in local studies collections. A digitisation plan is developed for local history material. Local studies staff have appropriate skills and knowledge and/or access to appropriate training in: digital archiving; multimedia techniques of making collections and resources accessible to various audiences, and exhibition organisation, design and management.

Additional resources NSLA’s guidelines on Creative Commons, http://www.nsla.org.au/publication/creative-commons- procedural-guidelines.

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G8. Information and Reference Services Technology and the media have created an explosion in the amount of information available through various sources and devices. Exponential growth in un-mediated information has an impact right across the community as people struggle to identify what information is credible and what is not.

Librarians are trusted and expert guides to this world of information. They play a key role in helping people to develop their own skills in navigating and accessing the information they need. Librarians also guide and assist library users (in person, by telephone, or online) by helping them to select, filter, find, evaluate and use printed and online material and content. For example, librarians can:

provide instruction in the use of specific searchable information resources, such as the library's online catalogue or subscription bibliographic and full text databases give advice on searching the internet for information and how to assess the reliability of websites offer assistance with use of devices such as tablets and e-readers.

Reader advice provides assistance to library patrons in the selection of authors and genres, and offers information about current reading trends. ‘The service includes suggesting new or unfamiliar authors and topics or genres, interesting casual readers in more systematic reading, maintaining contacts with local educational agencies, promoting reading and encouraging use of the library service.’14

The number, diversity and complexity of information queries in public libraries is escalating, driven in part by a major shift in provision of government services. For example, sites like myGov require people to fill in forms and apply and access services online. This is more accessible and efficient for many people, but for others, including those with low literacy proficiency and/or limited computer skills, these activities can be daunting – and they increasingly seek help at their local library. People are also turning to public libraries for assistance in using their mobile devices. These trends are raising issues for public libraries in terms of workload and ensuring user privacy and confidentiality.

Objective To offer information, reference and readers’ advisory services to all library customers. To ensure that these services provide customers with the information and/or reading materials (including audio books, ebooks, CDs and DVDs) that suit their needs in an appropriate timeframe. To provide support to library users to develop their information and digital literacy skills and to facilitate their effective use of library resources and facilities.

Guidelines Information, reference and reader advice services are core components of public library services.

A. Service provision Information, reference and readers’ advisory services should be available to all members of the community from all staffed library service points across all opening hours. Library staff are proactive in offering assistance and promoting services and resources to customers. Library staff help users to find information both in locally maintained collections of materials and in available online resources. Interlibrary loan services are used to support information service delivery.

14 Rewarding Reading, the training program for readers’ advisers, State Library of New South Wales.

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Staff should be aware of the varying information literacy levels within the community and provide assistance to individual clients accordingly. Staff help readers with their leisure reading needs in a knowledgeable and non-judgemental way.

B. Reference resources The selection and management of the library’s reference and information resources should be specifically described in the Collection Development Policy. Library resources should be selected from authoritative sources using standard criteria. Objective assessment of web-based information should be carefully undertaken. To ensure their continued accessibility, reference resources should not be available for loan, and should be clearly labelled as such. Reference and information resources and collections, including electronic databases, should be evaluated regularly to ensure their currency and continued capacity to meet community needs. Appropriate community information database/s are developed and/or used for information service delivery.

C. Access Information, reference and readers’ advisory services are accessible to library customers on site, online and by phone, email and/or SMS. The library’s information, reference and readers’ advisory services are appropriately advertised and promoted. Wherever possible, information, reference and readers’ advisory services should be offered from a dedicated and clearly signed area of the library. Signage in library buildings is used to facilitate access to information and readers’ advisory services. Libraries may consider having clearly identifiable reference staff roving the library to assist clients. Interior layout and furniture facilitate side-by-side options for staff assisting clients, particularly when demonstrating online services.

D. Staff Information, reference and readers’ advisory services should be provided by suitably trained and qualified staff, preferably librarians or library technicians. Staff require well-developed skills in client service, reference questioning techniques, location and evaluation of information and resources, and technical competence in the use of electronic and multimedia resources. Staff maintain their reference and readers’ advisory skills and knowledge to a professional standard by participating in training and self-development/education. Basic training in information and readers’ advisory services and procedures are provided to all client service staff.

E. Monitoring Statistics on the volume and nature of information, reference and readers’ advisory enquiries are regularly recorded. Sampling is a valid methodology.

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G9. Programs Library programs refer to recreational, educational, wellbeing or cultural group activities or events provided by the library to share information, increase awareness, develop skills and promote use of the library’s services. Programs are usually related to a particular library collection or population demographic. Programs may be delivered in library buildings but can be conducted in other community spaces. They may be delivered by library staff, or by library staff in partnership with other community, educational or business organisations or volunteers.

Library programs allow participants to develop strong, deep and productive connections with their library, its collections and staff, other participants and their community. Programs are core to library operations as they have the capacity to efficiently deliver real and significant benefits to individuals and communities.

Objective To provide targeted activities and events that use library resources and collections to: enrich the lives of community members build literacy, language and learning skills engage, connect, inform and inspire improve personal development and wellbeing.

Guidelines The library has established and adopted policies and/or procedures which address issues such as: what types of programs are to be provided to what parts of the community who is responsible for developing and delivering programs and how this will be undertaken how programs will be monitored and evaluated.

A. Program offer Libraries, regardless of size, should endeavour, wherever practical, to offer a wide range of programs to encourage and enhance effective and productive use of the library. Programs can be ongoing, in a series, or one-time events. Programs can take place in the library, in other community locations and/or online. Programs should complement, and not directly compete with, activities and events conducted by other service providers in a competitive environment. Examples of library programs include: Story Time, Rhyme Time and other literacy- Youth programs based children’s activities (including Home library and outreach programs multilingual and indigenous Story Time) Cultural and creative events, displays and Adult literacy programs performances English language conversation classes Exhibitions and displays to support special events Book clubs, book launches, author talks, Life skills programs (e.g. resume writing, using a Writers’ groups mobile phone) Computer literacy and internet classes Workshops, debates and discussions on topics of (introductory and advanced) popular and current interest Family and local history programs Business and industry programs Homework help and in-library tutoring Library orientation and introduction to library School holiday programs resources

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B. Targeting Programs are targeted and designed to respond to identified needs and interests in the local community. Libraries must therefore have a solid understanding of the demographic composition of their community and the reading, literacy, social and learning needs and interests of specific groups within the community. For example: Story Time programs promote lifelong use of libraries, stimulate a love of literature and reading, encourage parents to read with their children at home, and impart important information and skills to children and parents youth programs foster a sense of belonging and ownership of ‘their’ library space and resources Programs may be aimed at specific population cohorts or community groups. For example, children, young adults, adults, seniors, cultural and linguistic groups, vulnerable learners. Programs are appropriate to participants’ needs and abilities and reflect a wide range of interests and abilities. Programs may involve inter-generational activities (e.g. young people teaching SMS and internet skills, older people working with younger people on local history and oral history projects).

C. Involvement of stakeholders The local community is meaningfully engaged in identification of library programs. This may include library users, community members and representatives of partner and other organisations. Library users and community members are involved, as relevant and appropriate, in the design and development of programs (e.g. involve teenagers and youth workers in development of youth programs). Partner organisations are involved, as relevant and appropriate, in the planning, design, development, promotion, delivery and evaluation of programs. Partner organisations may include, for example, schools, community organisations, clubs and associations, business and local government. Libraries provide public programs in partnership with other organisations (e.g. History Week, reading challenges, Anzac Day commemoration).

D. Program design and development Library programs are planned and budgeted for. Design, development and delivery of library programs recognises the special needs, interests and capabilities of participants and different target groups (e.g. people with low literacy, people with disabilities, indigenous Australians, CALD communities). For example, development of literacy programs is informed by analysis of information about factors which may affect literacy levels in the local community (such as education levels, socio- economic and demographic factors, level of internet uptake at home, and the extent to which languages other than English are spoken). Where possible, programs should intersect with and encourage use of library collections and other library services (e.g. parents borrow books after Story Time, book clubs and discussion groups). Exhibitions and displays may complement library programs. Wherever possible, program design should be designed with an emphasis on enjoyment.

E. Program delivery and access Programs are promoted throughout the library and the community. Program participation is open to all community members in the targeted cohort. Library membership is not usually a requirement for participation. Fair and reasonable criteria for program access that do not discriminate against any particular group in the community may be put in place to manage participant numbers and efficient program delivery.

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Programs are delivered at times and in places that optimise participation, engagement and impact. Programs are delivered, where relevant, in collaboration with partners and service providers (e.g. literacy service providers). Programs are, as far as possible, delivered in spaces appropriate to the target audience, the program design and intent. Consider, for example, lighting, furniture, area, noise, ambience and nearby activities. Program development and delivery may be supported by volunteers. Libraries may choose to institute charges for participating in some programs as a means of offsetting costs (e.g. book clubs, author talks, book launches).

F. Training Library staff are trained in the range of skills required for successful program design and development. They are able to: understand and identify community needs develop project plans that include program budgets and timelines develop and design appropriate solutions monitor and evaluate program outputs and outcomes.

G. Evaluation Programs are monitored and evaluated to determine the impact on participants and the community, and the influence on library usage. Programs are evaluated by appropriate means to assess success or popularity, effectiveness and quality. Monitoring may include measures of throughout, output and impact: number of programs delivered number of participants in programs, activities and events number of participants trained impact on loans, visits and membership participant satisfaction and anticipated (or actual) impact on knowledge, skills, learning and employment outcomes or personal development and wellbeing).

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G10. Technology access Technology access and digital literacy are integral to effective participation in society, access to government services and information, and engagement with learning and community activities. Public libraries have an important role in the community providing free access to computers and the internet, especially for people who might otherwise not have access because of cost, difficulty of use or a need to access specialist equipment (e.g. large display). Libraries also provide access to standard software for word-processing and spreadsheets, printing and copying facilities, and digital access to core library services (e.g. catalogues, library databases, digital resources).

Significant numbers of the population also lack confidence and skills in using computers, or searching, filtering and making use of digital information. Public libraries, in addition to their important role in bridging the digital access 'divide', assist people to use technology effectively by:

providing support and training to assist people in becoming more confident in using computers developing people’s skills in the use of computers and the internet building digital and information literacy among people who have access to digital information.

Therefore, public libraries need technology infrastructure, equipment and staff capabilities suitable to both the efficient administration of a modern library and the provision of technology access as a direct service to the community.

Objective To provide free use of computers, the internet and other technological equipment and applications to allow users to access library and public information and resources. To support library users to build their confidence and skills in efficiently using digital technology and effectively using digital information and tools. To be widely recognised as a place where mainstream and new technology is available and accessible to all members of the community.

Guidelines The library has established and adopted policies and/or procedures which address: provision of access to computers, the internet and digital applications in the library provision of support to library users to enhance digital literacy and their capacity to search and navigate digital information appropriate management, administration and use of technology.

A. Equipment and services Provision and use of computers, the internet, peripherals and other technology by library users occurs within the library’s broader policy framework, approach to and plan for technology management. The library provides free and equitable public access to computers and the internet in each library site. All public access library computers should have sufficient memory space and processing power to meet the non-specialist needs of users. As far as possible, computers should have standard office and communications software (e.g. word processing, spreadsheets, web browser, document reader) and be connected to printers and the internet. Appropriate firewalls and virus protection should be provided. The library provides free use of the internet for access to the library’s catalogue and membership services, and its electronic collections and services. The library provides for client use of peripheral equipment including printers, scanners and copiers. The library provides video and audio connectivity to support open learning.

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In determining the number of public access computers provided in each library, consideration is given to: user characteristics and needs, numbers of staff, opening hours, borrowing habits, peak borrowing periods, visitor and transient usage. Internet access is facilitated by the fastest broadband speed available to the local government. Bandwidth is sufficient for consistent good quality access to digital print, image and sound resources available to clients through the library. Library equipment supports personal storage devices. Facilities are provided to enable library users to charge their personal electronic devices. Public access library computers are located in clearly signed and dedicated spaces. User instructions are located at each device. Workspaces and casual seating is accessible for clients to use personal electronic devices. When determining the placement of computers, issues such as proximity to staff, security, wiring and possible distraction to clients using other library facilities should be considered. Ideally, adjustable tables and chairs should be provided for computers to improve ergonomics and client comfort. Usage of software applications should be regularly reviewed to ensure continued public interest. Versions should be kept up to date and new applications added according to demand.

B. Access to specialist technologies Adaptive technologies (e.g. large screens, large keyboards and trackballs, specialist software) are provided for library users with vision or hearing disabilities. At least one public access computer is accessible by customers in a wheelchair. Multilingual software and fonts are available for clients wishing to access non-English language material.

C. User training and support The library offers free basic training programs in accessing the information resources provided at the library. In particular, regular internet training sessions are provided. These programs should be supplemented by access to other relevant resources such as books, videos, online tutorials, and CD- ROMs/DVDs. All permanent branch library staff have obtained their International Computer Driver’s Licence, or equivalent. One member of staff (or external contact) who can perform basic systems help is available at all times the library is open. As required, staff with user support responsibilities have access to formal, online and on the job training and resources. While library staff should provide assistance to clients in the use of ICT equipment and resources, they are not qualified ICT support staff and cannot be expected to provide expert advice and training on all resources available in a public library. The extent of staff assistance should be clearly outlined in any documentation provided to clients. Where necessary, staff should refer clients to other training providers.

Additional resources Further guidance on provision of technology access to library clients is given in S7 – Internet computers per capita and S14 – Internet downloads per capita per annum.

ALIA’s statement on Online Content Regulation recommends that “libraries and information services support the right of all users to unhindered access to information of their choice regardless of format” and that “access to electronic information resources should not be restricted except as required by

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law”. If a decision is made to utilise internet filters, they should not limit the comprehensiveness of internet searching for reasonable research and communication purposes. https://www.alia.org.au/about-alia/policies-standards-and-guidelines/alia-online-content-regulation

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G11. Places (physical and digital) An increasingly important part of a public library’s service offering is its use by the community as a place or space. That is, a place where people come together to meet, to connect with one another (in person or online), to create, and to celebrate their community. The library can be a place where different people come to read, relax, learn, study and/or work. Community feedback shows that the library is seen to be a safe place where all are welcome, access is free, and there are no judgments. The library is warm in winter, cool in summer, it is staffed by people who are there to help, and it is often a vibrant place where things are happening.

Some research has described contemporary public libraries as ‘the third space’ – a place after home and work/school where people can feel comfortable and safe in a communal environment.

Objective To provide physical and digital places and spaces that meet the recreational, educational, social, information and employment-related needs of library users of all ages and interests

Guidelines A. Design As far as possible, functionality and flexibility are central to the design of new library buildings or redesign of existing library buildings. Design of library buildings recognises the multiple, complementary and sometimes competing interests of library users in their demands of library spaces. These include: quiet comfortable spaces to read and relax spaces and facilities for quiet private study, research and work spaces and facilities for group study, communal learning, collaboration and creativity spaces for people and groups to meet formally, informally and incidentally places inside and outside the library where people can access the library’s internet services via mobile devices. The library provides, as far as possible and at appropriate times, dedicated spaces to complement library programs and services (e.g. children’s spaces, youth spaces, event spaces, display areas, community meeting rooms). Interior spaces should have a high degree of adaptability for new or varied purposes. Library furniture and fittings should be functional and comfortable. A variety of types of seating and workspace should be provided. The library provides users with access to power points and charging stations to support mobile access to library services. The library website is designed to allow users to quickly navigate, find and access online library resources and services. The library website supports collaboration and creative development of new library content.

B. Use Library users and community groups are actively encouraged to use library places and spaces in ways that improve their personal or collective outcomes. Library staff support and facilitate different and concurrent use of library places and spaces by different library users.

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Additional resources People Places: A Guide for Public Library Buildings in New South Wales, State Library of New South Wales, 3rd ed., June 2012.

The Australian government requires Commonwealth departments and agencies to comply with the W3C (World Wide Web Consortium) guidelines: ‘Accessibility’, in Australian Government Web Guide: http://webguide.gov.au/accessibilityusability/accessibility/.

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GUIDELINES: SERVICE DELIVERY

A public library’s service offerings can be delivered to the community in many different ways. Influential factors in the provision of efficient, community-focused and high quality library services include:

service points (e.g. branch libraries, mobile libraries, library website, outreach service locations) staffing numbers, skills and qualifications operating and capital funding and investment partnerships and collaboration with community organisations, education providers, government, business, the wider library sector and local volunteers targeted levels of customer service.

G12. Service points Public libraries can be anywhere and everywhere. A large array of library services, programs and activities are now being delivered through a range of service points, including: branch libraries; mobile libraries; outreach sites, and the libraries’ website. New models of outreach are also emerging, such as the ‘pop-up’ library which takes library promotion and services to temporary locations in response to community needs.

While these service delivery models differ in terms of what services are provided, how they are provided and to whom, there are a number of overarching principles that govern how they should operate. These focus on providing places that are welcoming, easily accessible, safe, respect user privacy and minimise barriers to access for users who are vulnerable or have physical limitations and disabilities. These principles ensure that library staff, whatever setting they are working in, are able to carry out their duties efficiently and effectively in a secure environment that meets OHS requirements.

Objectives To provide library buildings which: are attractive, functional and accessible stimulate interest in library services are designed for flexible use, efficiency in operation and sustainability accommodate library collections, resources and programs which serve the identified needs of the community. To provide mobile, online and outreach services that take the library out and into the community. To support virtual visits to the library via the library website and online services so that library content and services are available when and where customers want them. To ensure public libraries are able to move quickly and in innovative ways to reach out to customers who are not able or ready to visit the library.

G12.1 Guidelines – Library buildings A. Planning and assessment Planning for a future or extended library building should be undertaken using a collaborative approach involving a representative range of stakeholders that have an interest in the potential outcomes. A needs assessment should be undertaken to determine where the new/extended library is required and what type of library services will best meet the community needs.

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Future population growth needs to be considered in the planning stages of library buildings. Population projections may need to include visitors to the catchment area, including tourists and commuters for work, school or shopping. Planning and design must take into account library functional areas such as: customer service points, display and entry/orientation areas for collections, stack or archival storage spaces that enable user friendly access to the latest technology people spaces (for adults, youth and children) for relaxation, reading research, leisure and learning, including communal study flexible spaces for programs and activities meeting/training rooms (with provision for after-hours access) outdoor areas and space for related functions such as a Council customer service area or café mobile library support, including access, loading/unloading space, turning and parking requirements. Buildings which are adapted from previous uses should be carefully redeveloped/refurbished to make them suitable and workable library spaces.

B. Determining need and size Minimum building size is based on ten-year population projections for the local government area or its relevant catchment. Calculation of building size and floor areas takes into account trends in library service delivery and anticipated changes in technology, programs and the types of resources provided. The floor area required for a library involves three components: Base floor area – for minimal library activities Additional functional areas – for additional activities based on local needs Loading for main branch/headquarters functions

C. Accessibility Library buildings are sited prominently, near gathering points such as shopping centres, cultural centres or educational precincts. The site is welcoming, safe and easily accessible: by all library customers, regardless of age or mobility; by pedestrians, and from public and private transport. The library should minimise barriers to access for users with physical limitations and disabilities. Convenient and standards-compliant parking is provided for customers and staff, with designated spaces for people with disability. Libraries are prominently signed and well-signposted. If the library makes a public meeting room available, the library has a policy which addresses issues such as: who is eligible to use the facility; rules and regulations for use; the respective responsibilities of the users and the library, and fees.

D. Standard for regulatory compliance Library buildings meet legislative requirements and standards at all three levels of government, including but not necessarily limited to: the Building Code of Australia Australian Standards, including standards for construction, lighting, accessibility, electrical wiring, fire safety, earthworks, plumbing, acoustics and floor loads national and state anti-discrimination acts OHS requirements

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accessibility standards environmental design and sustainability requirements local planning schemes. Library buildings are designed to be energy efficient and to reduce their environmental impact.

E. Facilities, furniture and upkeep Library furniture and fittings should be attractive, durable, functional, and comfortable. A variety of types of seating should be provided. Workstation furniture should be adjustable to suit customer characteristics and requirements. Library spaces, fittings and furniture should comply with relevant standards, including those for: floor loading; shelving; lighting according to functional purpose, and safety, accessibility and ergonomic design. Customer comfort facilities, such as public toilets, are provided where appropriate, in accordance with the applicable local government guidelines. As relevant, also see People Places in NSW and the Queensland Library Buildings Standard. Library facilities should have a technology infrastructure that enables users to access with ease the library’s technology-based services and collections and staff to carry out their duties efficiently. Adequate power, communications, computer cabling/wireless networking, computers and workstations should be provided. Library areas need to be well-maintained with regular cleaning, refurbishment of old equipment and furniture, removal of waste, mowing, removal of graffiti and repair of vandalism.

G12.2 Guidelines – Mobile libraries15 A. Design and size of the mobile library Mobile libraries provide services via a specially designed and equipped vehicle to those people who cannot reach a fixed service point or central library. The mobile library size and vehicle type is appropriate for the services and outreach programs delivered from it, and for the access constraints of the locations it services. The mobile library is designed and configured for ease of access.

B. Service access The mobile library provides user access to a representative range of the library’s services, collections and programs, including access to library technology. The mobile library’s schedule and opening hours are appropriate for customers and locations. Mobile library sites are chosen and reviewed according to criteria developed by the library service with reference to published guidelines.

C. Safety The mobile library vehicle, sites and practices should conform to the local Council’s OHS and public safety requirements. The mobile library should have a personal security strategy, supported by reliable communications. The mobile library vehicle is maintained and replaced according to a planned schedule.

15 Guidelines related to mobile libraries are less applicable in remote areas of Australia, particularly in the Northern Territory, Queensland and Western Australia due to vast geographical distances between communities, isolation and weather conditions which hinder year-round access.

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D. Mobile library staff Mobile library staff are knowledgeable about the library’s collections, services and programs. Mobile library staff are familiar with library procedures, OHS and public safety requirements. Mobile library staff participate in relevant training and professional development programs. Sufficient staff are available to meet demand at high activity stops. Mobile library staff are appropriately licensed for the type of vehicle employed. Driving skills should be updated regularly and associated training funded by the library. Drivers are trained in basic mechanical troubleshooting and maintenance. Sufficient backup staff, qualified to drive the vehicle and experienced in library service delivery, are available to maintain continuity of service.

G12.3 Guidelines – Home library services A. Design and delivery Home library services provide access to library information and resources for those community members who are unable to access physically (for any reason) a local library. Home library services may visit sites such as residential accommodation, nursing homes and prisons. A vehicle suitably modified according to applicable OHS guidelines is provided and delivery arrangements comply with OHS regulations.

B. Service access The library has a policy on eligibility for home library services. Eligibility is based on physical need – no age restrictions apply. Service is available to carers who are housebound. All resources held by the library, including the reservation and interlibrary loan systems, are made available to home library service customers. Customer profiles are maintained to ensure appropriate selection of materials. Bulk loans are provided to residential and day care establishments. Loan periods, item restrictions and frequency of delivery are determined by the library service. These may vary from standard settings to meet the particular needs of the home library service and its users.

C. Safety Home library service membership forms include a section providing permission for library staff to enter the customer’s property. Staff have mobile phones and wear name badges at all times.

D. Home library staff Home library staff receive training in: manual handling first aid (when appropriate, and for use in accordance with employer guidelines) communication with the aged and disabled disability awareness personal safety and advanced driving skills multicultural awareness (when appropriate). Staff involved in home library services have undergone appropriate personal/police checks for working with the elderly and vulnerable, in accordance with government requirements.

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G12.4 Guidelines – Library website A. Design The library website is designed to allow users to quickly and easily navigate, find and access online library resources and services. The library website is, as necessary, consistent with Council ICT availability, platforms, connectivity, internet access, security and back up requirements. The library’s website meets W3C standards for accessible web design and disability access.

B. Access The library’s website provides access to information about the library, its collections, programs and services. This includes: a description of library branches and opening hours information on library programs and services up-to-date information on library policies staff contacts links to Council information and services links to authoritative external resources, including links to other libraries. The library website supports: remote and in-house access to the library catalogue and its free and licensed databases access to downloadable e-books, podcasts and other digital resources online reservations and renewals suggestions of collection items for purchase online reference and information services, and online interaction with library staff bookings for library activities, programs and training sessions member update of personal information and preferences (with appropriate authentication and privacy controls) online payment of library fees and fines.

G12.5 Guidelines – Opening hours Public libraries should be open at times when customers might reasonably expect them to be open. Decisions on opening hours should consider local influences such as: population size and area of region served assessment of customer and potential customer needs, and the nature of the community (for example, young people, families with children, seniors) library location and the location of other community service points and facilities (such as shops, theatres, business and public transport) commuter patterns, and local shopping and school hours opening hours of other cultural institutions (such as theatres, galleries and museums) number and proximity of other library branches number of staff employed. Community consultation is a good starting point for establishing or reviewing opening hours. Staffing hours need to be flexible to meet the needs of the community. Library opening hours include morning, afternoon, evening and weekend hours. Opening hours are consistent, predictable and easy for customers to understand. Opening hours, once set, are regularly reviewed to take into account changing demographics and community circumstances. Changes to opening hours are advertised well in advance.

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Opening hours are displayed outside service points, on the library website and, where appropriate, on library promotional material. Remote access to library resources (e.g. online library services, catalogue and digital materials) is available at all times. The library provides after-hours facilities for return of library materials. In determining opening hours for mobile libraries, ‘opening hours’ is the operating time spent at mobile library stops when the mobile library is accessible by customers. Travelling time between stops is not counted.

Additional resources People Places: A Guide for Public Library Buildings in New South Wales, State Library of New South Wales, 3rd ed., June 2012.

The Green Building Council of Australia’s Green Star rating system is voluntary but provides a comprehensive framework for assessing environmental impact of building design and construction. www.gbca.org.au

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G13. Staffing The 21st century library workforce requires a range of skills and qualities in order to best respond to the varied and changing needs of the community. The fundamental qualities and skills required of public library staff include (among others):

the ability to understand the needs of users knowledge of the library’s collections, programs and services and how to efficiently access these the ability to communicate positively with people the ability to work with others in providing an effective library service the ability to co-operate with individuals and groups in the community imagination, vision and openness to new ideas and practice knowledge of and ability to use ICT to improve service delivery and customer use of information.

Changes in how people discover, access and consume information have prompted changes in library services, leading to a need for different skills in the library workforce. It requires staff who embrace the potential of technology and creatively find appropriate ways to embed it in library services.

Professional and continuing education of the library workforce is essential to a sustainable quality library service.

Objective To ensure that the number, competencies and mix of library staff support a range of services and programs which meet the needs of the community.

Guidelines A. Staffing requirements The library has paid and suitably qualified and/or experienced managers and staff, appropriately trained to discharge their particular job responsibilities. Relief staff should preferably hold similar qualifications to permanent staff. Staffing levels are sufficient to deliver the services set out in the relevant library legislation (if any), in the library’s strategy or plan, and are appropriate for the library’s community. Staff requirements will be influenced by: the degree to which transactional processes have been automated, the level of customer acceptance of self-serve and automated check-out arrangements, and the degree to which administrative processes and operations are outsourced (effective use of technology and outsourcing technical services tasks can promote staff efficiency and cost-effectiveness) accepted service levels (e.g. opening hours) and any minimum staffing requirements for safety and security reasons community requirements for access to specialist library skills. All service points are appropriately staffed to assist customers.

B. Staffing mix A library service’s commitment and responsiveness to its community is reflected in the mix of library staff selected to provide library programs and services. Responsibility for core library services (such as reference services, collection development and technical services) is assigned to appropriately qualified staff. It may be desirable for the composition of the library staff to reflect the broad profile of the community it serves. For example, where a community has a large percentage of people from a certain

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age group – such as young people or people from culturally and linguistically diverse backgrounds – such groups should, where possible, be represented on library staff. Library services may employ specialist staff with non-library related qualifications to enrich and support library programs or functions (e.g. information technology, youth work, education, marketing and administration, community liaison). Smaller library services may ensure the availability of specialist expertise (e.g. children’s services, online services, outreach services) through alliances with other libraries, other parts of Council, contract providers or volunteers. Relief staff are employed for periods when regular staff are on leave or attending training. Relief staff should be scheduled to work regularly in the library to maintain skills and familiarity with procedures. The library has the capacity to adjust its staffing profile in response to changes in community profile and needs.

C. Professional development All library staff (including casual and relief staff) have sufficient knowledge and skills to undertake the requirements of their roles with a minimum of supervision. All library staff maintain a process of continuing professional education on a formal and informal basis. Formal training is augmented by informal skills transfer, mentoring and information sessions for staff. There is a planned induction and orientation program for all new staff and staff who have changed positions. Library staff undertaking librarianship, library technician and other relevant studies are accorded appropriate support by their Library Manager and funding body. The library supports staff work- related study, continuing education and professional activities, including paid work time for attendance, registration fees and travel costs. Library staff are encouraged to expand their library and cross-sectoral networks, and further their professional development by participation in the ALIA PD Scheme, reading, online exchange of ideas, and by attending courses, conferences, and meetings. Job rotation and staff exchanges are encouraged as a means of ensuring adequate training and development, especially for more isolated staff such as those in small branch libraries.

Additional resources Further guidance on staffing policies and levels is given in G6 – Management, S2 – Number of staff and S3 – Number of qualified staff.

ALIA’s statement on Foundation Knowledge, Skills and Attributes relevant to Information Professionals working in Archives, Libraries and Records Management, https://www.alia.org.au/foundation- knowledge-skills-and-attributes-relevant-information-professionals-working-archives.

ALIA PD Scheme https://membership.alia.org.au/pdinfo/alia-pd-scheme.

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G14. Funding Adequate levels of funding are crucial to the success of a public library in fulfilling its roles. Without adequate funding over the long-term it is difficult to develop policies for service provision and to make the most effective use of available resources. This can be seen in a number of examples: a new library building without adequate funds to maintain it; new book collections with no money for their replacement, and computer systems without funds to maintain and update them. Funding is required not only when a public library is established, but should also be sustained on an assured basis.16

Objective To fund the provision of public library services to at least the minimum level required to support the local community in meeting its informational, educational, recreational and cultural needs.

Guidelines A. Funding sources The library should continually and creatively explore options and opportunities to expand its funding base to enable it to enhance the range, reach and impact of its services. Potential sources of direct or indirect funding or in-kind support (subject to regulatory and ethical considerations which preserve the universal nature of the services provided) include: partnerships with local community, cultural or business organisations networks with other libraries and related organisations grants from government, business, service or philanthropic organisations revenue from commercial activities (e.g. book sales, publishing) revenue from user fees and charges (e.g. photocopying, printing, fines) sponsorship donations and bequests volunteers, Friends of the Library and fundraising.

B. Fees and charges The IFLA/UNESCO Public Library Manifesto states that ‘The public library shall in principle be free of charge’. It is recommended that the following services (at least) be provided free of user charges as they have high public good benefits: lending services to children lending of adult non-fiction staff assistance to use the library resources and to find general information. Charging users for services and membership should not be used as a source of net revenue for public libraries, as it makes the ability to pay a criterion in determining who can use a public library. Fees or fines are sometimes levied when a borrowed item is kept after it is due for return to the library. This encourages items being kept in circulation and available to all users. Charges are sometimes levied for personalised services or value-added services that have a larger component of private good. These may include: handling of reservations or interlibrary loans extended information searches photocopying or use of a printer internet access. Fees, charges and fines should not be set at a level that would deter anyone from using the library, especially children.

16 The Public Library Service: IFLA/UNESCO guidelines for development, Philip Gill et. al., 2001.

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G15. Partnership and collaboration Collaboration is an essential characteristic of an effective service organisation. Over recent years public libraries have expanded and strengthened their relationships and alliances with a variety of other organisations in order to: improve the reach and accessibility of library services; improve the efficiency of service delivery, and avoid service duplication. Potential partners include:

education providers (e.g. schools, kindergartens, TAFEs, universities, literacy program providers) community-based organisations (e.g. neighbourhood houses, maternal and child health services, community hubs, health services, information centres, chambers of commerce, historical and agricultural societies, museums and galleries, arts and cultural groups) other Council services (e.g. arts, culture, recreation) government agencies (e.g. Centrelink) volunteers state/territory and national public library networks.

Objective The library develops partnerships and collaborates with community-based organisations and the wider public library sector in order to:

raise awareness of and promote library services to targeted population cohorts, which has the potential to increase library membership, service usage and impact expand service offerings and service delivery options improve service reach, quality and efficiency

… by leveraging the knowledge, expertise and complementary resources of partner organisations.

Goals which may be out of the reach of individual libraries alone may be achievable through partnership and co-operation between individual libraries and with other organisations.

Guidelines A. Community partnerships The library establishes and maintains partnerships to strengthen and enhance service to library users. For example, partnerships: with education and training providers and community organisations improve programming and outreach and promote and activate library usage with local community groups and cultural institutions (e.g. museums and galleries) support the growth, development and use of the local studies collection with appropriate government organisations and educational institutions in areas with significant Indigenous Australian populations are developed in connection with the provision of services to Indigenous Australians. The library pursues partnership approaches to: enhance access to information, ideas, services and expertise coordinate resources and actions facilitate library marketing and promotion enhance efficiency in service delivery, library promotion, programming, administration, and communications amplify the library’s planning and advocacy activities. Resource-sharing arrangements provide partners with access to specialist expertise, in-kind contributions, programming and/ or workspaces.

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The library maintains its own or participates in a collaborative community advisory body. At least one leader from a community-based organisation serves on a library committee or governing board. At least one library representative sits on the board of a key community-based organisation. Library leaders attend Council meetings and other community forums.

B. Partnership management The library has strategies for strengthening existing partnerships and developing new partnerships. Formal partnership arrangements (e.g. Memoranda of Understanding) are established where applicable. Partnerships are monitored to ensure ongoing relevance and mutual benefit.

C. Volunteers Library service to the community can be enhanced by well-supported volunteers. Volunteer assistance is used for specific purposes that complement the day to day operation of the library (e.g. as tutors, in giving topical presentations, assisting with home library services). Volunteers are not used as a substitute for appropriately trained and paid library staff. Volunteers are not used to establish and maintain library services or outreach programs which would normally be established and maintained by paid library staff. The library has a policy that defines how volunteers are recruited, the tasks which they may undertake, the terms and conditions under which they volunteer, and their relationship to library operations and staff.

D. Library networks The act of sharing advances the principle of equity of access by mitigating regional disparities in library service. Effective and innovative policies, practices and programs are shared with other public libraries. The library co-operates with other libraries, information agencies and organisations in order to maximise the availability of library resources and access to information for the public. For example, the library makes its collection available for loan to other libraries through participation in a network (e.g. a union catalogue, a local network of information providers such as schools and universities). The library is an active member of its state/territory public library association. The library monitors library trends through ALIA, APLA, NSLA and other library associations. The library contributes to and is involved in activities relating to the library profession as a whole in order to maintain the professional knowledge and expertise of staff. Library managers and staff attend, participate in and present at formal professional gatherings (e.g. in-services, conferences).

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G16. Customer service High quality customer service underpins the work of the library, focusing not only on what is delivered but how it is delivered. Public library staff have a responsibility to maintain a high level of customer service and ethical standards in their dealings with the public, other members of staff and external organisations. All members of the public should be dealt with on an equal basis and every effort must be made to ensure that collections, services, programs and information provided are as accessible, useful and accurate as possible. The public must have confidence in the quality and impartiality of the library staff if the library is to meet the needs of all members of the community.

Quality services can only be delivered if the library is sensitive to the needs of its users and shapes its services to meet those needs. Satisfied users are the best advocates of the library service.

Objective Having a positive effect on the library user is a prime objective in all policy planning, design of libraries and of systems, preparation of operational procedures, client liaison and service review.

Guidelines A. Customer service policies The library has a published Customer Service Charter or policy which sets out the standard of service that the community can expect in its dealings with the library. The Charter is promulgated to all staff, and reviewed periodically. The policies and procedures of the library should be based on the needs and convenience of the users, and not the convenience of the organisation and its staff. Consider, for example: delivering services beyond the library building when users’ needs require it providing equipment to make library use convenient (e.g. out of hours return chutes/boxes, self- service issue and return of materials) providing inquiry and feedback options with response times as short as possible sharing information about library services in alternative formats and community languages. Library services should not be subject to any form of ideological, political, religious or commercial pressure. Services must be able to adjust and develop to reflect changes in society (e.g. variations in family structures, employment patterns, demographic changes, cultural diversity).

B. Staffing All staff should have a clear understanding of the role of the library in meeting the informational, educational and recreational needs of the community. All staff should be courteous, friendly, respectful and helpful at all times. All staff should provide a high quality service to all users without regard to age, ethnic origin, gender, political opinion, religious belief, disability, level of literacy or socio-economic status. Staff must not allow their personal attitudes and opinions to determine which members of the public are served and what materials are selected and displayed. Library staff are provided with customer service training, which is ‘refreshed’ from time to time. Library staff receive diversity and ability awareness training for communicating with their colleagues and with library customers, including persons with physical and mental disabilities, those from diverse cultural backgrounds, adult new readers and individuals speaking languages other than English. Staff rosters are arranged to ensure that staff numbers are sufficient to deliver all advertised services during all library opening hours. Staff members are readily identifiable when working at service points. Staff clothing conforms with the dress code established by the library (or Council or corporation) and with OHS requirements.

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C. Signage and communication Good quality informational and directional signage and material are provided. Clear directions for use are provided for all equipment used by customers (e.g. self-service points, photocopiers, scanners, wifi access). The library communicates information about new items, services or programs to customers, using a variety of means (e.g. website, email, social media, mass media). The library communicates with individual customers according to customer preference. Jargon is avoided in all forms of verbal, written and electronic communication.

D. Assessing customer service The library implements measures to ensure continuous improvement in service delivery. The library attends to the quality of customer service through regular assessment of customers’ experiences of service quality. The library (and/or Council) monitors the opinions of library users and non-users by participating in local resident surveys or carrying out a standardised library user survey every two years. This information can be used to: monitor performance for continuous improvement establish trends in performance for management and training purposes compare performance of different Council services assess community responses to plans assess customer responses to new or changed services identify services that might encourage non-members to join the library. Quantitative and qualitative information can be collected in a variety of ways, such as surveys (in- library questionnaires, web forms, telephone and in-person surveys), interviews and focus groups. Customer service questions might include: Rate the importance of the library service to you. Rate your overall level of satisfaction with the library service. Rate your satisfaction with: - the knowledge of library staff - the help provided by library staff - the size of the library collection (e.g. books, magazines, newspapers, DVDs) - the quality of library facilities - the comfort of library furniture (e.g. seats, tables) and library spaces (e.g. noise, lighting) - access to library services (e.g. opening hours, parking, proximity to public transport, disabled access) - the adequacy of access to technology and ICT applications - the look and feel of the library website - the ease of use of the library website. Would you recommend the library to others? As relevant and where possible, the opinions of children and young people should be taken into account.

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STANDARDS

Standards are an important benchmarking tool Public library standards are an important tool in understanding the relative performance of a library service. Benchmarking libraries against national, state/territory and industry averages informs:

assessment of current and potential performance, and relative strengths and weaknesses accountability for public expenditure setting of improvement targets and aspirational goals decisions about strategic investment in service provision.

Beyond a Quality Service documented 12 public library standards covering differing aspects of library operations (e.g. library materials, usage, membership, staff, expenditure). These standards have been updated to reflect changes in performance, service and funding expectations over the past four years.

Focus area Standard vs 2012 Service provision S1 Library expenditure per capita per annum (excluding library S1 materials) S2 Number of staff S4 S3 Number of qualified staff S5 S4 Library materials expenditure per capita per annum S6 S5 Collection items per capita S7 S6 Age of collection S8 S7 Internet computers per capita S11 Service reach S8 Membership as a percentage of the population S2 Service S9 Visits per capita per annum S3 participation and S10 Website visits per capita per annum New use S11 Circulation (loans per capita per annum) S9 S12 Turnover of stock (loans per collection item) S10 S13 Program attendance per capita per annum New S14 Internet downloads per capita per annum New Satisfaction S15 Customer satisfaction S12

Three additional standards have been recommended to expand stakeholder understanding of the volume of use of public libraries. These relate to program attendance, website visits and use of library internet services.

At this stage, however, there is no collection of comparable data from public libraries across Australia that could be used to set a national standard against these indicators. Information on program attendance was collected for the first time as part of NSLA’s annual data collection from public libraries in 2014/15, however at this stage it is not known whether differences in library programming between jurisdictions and any methodological differences will allow this data to be used in setting a national standard.

It is therefore recommended that NSLA explore options for expanding its current statistical collections to capture comparable data and enable calculation of standards against each of these areas of library use.

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Standards should only be used in context Standards are only useful when they are interpreted in an appropriate context. Use of the standards in setting targets for libraries should only occur with: i) a clear understanding of the geographic and demographic context in which the library service operates; and ii) an understanding of the definition and behaviour of the standard in different settings.

Libraries and stakeholders are encouraged to take a rigorous and thoughtful approach to use of the standards to avoid the possibility of inadvertently compromising the integrity of library services.

For example, the number of staff members (FTE) per population in any library service typically varies from high figures (i.e. fewer staff per capita) in areas of high population density to low figures in areas where minimum staffing levels in small rural and remote library branches mean that there are on average more staff per capita. Each outcome is reasonable within its own context.

However, it should also be noted that two similar sized similarly located libraries could legitimately have different approaches to staffing levels. One might argue that having more staff per capita represents a high level of service provision (quality indicator), while the other might say that having fewer staff per capita indicates a more productive library workforce (efficiency indicator). Both arguments may be valid. To best understand what is happening in any particular setting it is often important to look at more than one standard or indicator (e.g. staffing per capita plus service outcomes or customer satisfaction).

Furthermore, setting targets or goals without understanding these differences may be problematic. For example, from 2011-12 to 2013-14 SA, which has many small branch libraries serving dispersed populations, had on average 4.41 staff FTE per 10,000 population. Over the same period ACT, which has fewer larger library branches serving geographically concentrated populations, had an average of 2.65 staff FTE per 10,000 population. Libraries in both SA and ACT are on average 25% away from the national average and standard of 3.31 staff FTE per 10,000 population. In order to meet a target set at the level of the national standard, SA libraries would, for example, have to cut staff by 25%, an outcome that could realistically only be achieved through significantly reduced opening hours or closure of small library branches.

Development of supplementary guidance There is an inherent dilemma in producing national standards that are expected to apply to libraries of all sizes (by population or collection size) in all parts of metropolitan, regional, rural and remote Australia. The diversity of communities across the country makes it certain that not all national standards will be completely relevant in every library setting. This is NOT an argument against the development of national standards. It is an acknowledgement that informed decision-making at state and territory level or within an individual library service may require decision-makers to access additional contextual information.

Some jurisdictions have chosen to enhance the public library guidelines and standards by developing additional or supplementary requirements and standards. These are not intended to undermine the national standards but to recognise what is realistic and achievable taking into consideration a more detailed understanding of local conditions and context. Jurisdictional data, such as that shown in Appendix 2 and annual public library statistics published by NSLA, are a useful additional source of information.

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Setting and interpreting standards The standards in this document are primarily based on the NSLA Australian Public Libraries Statistical Report 2013-14, which compiles data from each state and territory against key industry metrics. For information, Appendix 2 presents relevant data for key measures by state and territory from 2011-12 to 2013-14.

The standards are not presented as pure or theoretical goals based on completely objective and independent data. There is no way, for example, of determining a single cost per capita figure for running an identical exemplar library in Mount Druitt, Mount Gambier and Mount Isa. As annual averages across the states and territories the standards are, however, an indication of what is practical and achievable in a contemporary Australian library service.

The validity of the standards is reliant on libraries in all states and territories being able to consistently provide reliable data on the delivery and use of library services.

In framing the standards, national averages have been calculated and rounded (as appropriate) to two or three significant figures. For most standards an ‘enhanced’ figure has also been provided. This represents the arithmetic average of the three states/territories with the ‘best’ performance for each measure.

Service provision

S1. Library expenditure per capita per annum (excluding library materials)

Measure Public library expenditure per capita per annum (excluding library materials) Standard $40.36 per capita per annum (for 2015-16) Based on national average 2013-14 of $39.18 per capita per annum Enhanced standard $49.10 per capita per annum (for 2015-16) Definitions ‘Public library expenditure’ means expenditure on public libraries (excluding library materials, electronic resources and capital purchases), plus state government costs directly related to the delivery of public library services (excluding expenditure on library materials, electronic resources and capital purchases). NSLA statistical report. Per capita analysis is based on the population of the area/local government area served by the library service. Data is sourced from the ABS. Notes The standard relating to library expenditure per capita on collections is S4. There is significant variation in library expenditure per capita per annum between states and territories. Although most jurisdictions averaged around $37 to $42 per capita per annum from 2011-12 to 2013-14, SA’s average was much higher at approximately $60, while ACT ($29) and Victoria ($31) were much lower than the national average. Library expenditure per capita is not necessarily an indicator of a ‘better’ library service. This indicator is one where a high figure might be seen as representing service quality and a low figure might be seen as indicating service efficiency. It is argued that expenditure close to the state or territory average is the preferred position. Library expenditure per capita should be interpreted in light of local factors (e.g. library size, population served, staff per capita), customer satisfaction and library outcomes.

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Financial indicators are influenced by inflationary factors. The standard for 2015-16 has been factored up from NSLA’s reported 2013-14 expenditure for public libraries by the Reserve Bank of Australia’s annual inflation estimate for 2015/16 of 1.5%. This standard can be expected to increase in future years at a similar rate due to inflationary factors. The RBA inflation estimate is an aggregate figure that may not necessarily represent real increases in the cost of library service provision in different states and territories.

S2. Number of staff

Measure Number of staff members (FTE) per 10,000 population Standard 3.3 staff members (FTE) per 10,000 population Based on national average 2013-14 of 3.29 FTE per 10,000 population Enhanced standard 4.1 staff FTE per 10,000 population Definitions ‘Staff members’ means paid staff. Staff members include established positions regardless of whether or not they are currently occupied. Unpaid volunteers are not included. ‘FTE’ means full-time equivalent. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes Due to the diverse nature of communities, their size, make-up and geographic distribution, there is no single formula for determining total staff numbers. Staff requirements are influenced by the community profile and needs, and the library’s consequent strategic service objectives, service offerings and service delivery profile. Factors to be taken into consideration when calculating the total staff required include: the number and type of service points; hours of opening; services provided; type of building; total population served and the demographic breakdown and distribution of population; usage statistics; whether any technical services are outsourced, and the use of automation in service provision. For example, the use of self-check out, automated returns and shelf-ready collections acquisition processes has reduced the demands on staff in many libraries. This has been offset by increased responsibilities in planning and delivery of library programs and support for users accessing and using library computers and the internet. Staff numbers are also influenced by the need to maintain an acceptable level of service whenever a library branch is open to the public, and by requirements for a minimum number of staff to be on duty for safety and security reasons. Staff per population figures are typically higher in library services and jurisdictions that have large number of branches servicing relatively small populations (e.g. SA, WA, NT) and lower where the population is more highly concentrated (e.g. ACT). This measure should be interpreted with an understanding of its context. It is argued by some libraries that having more staff per capita indicates a high level of service provision (quality indicator). Alternatively, fewer staff per capita might be seen as representing a more productive library workforce (efficiency indicator).

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S3. Number of qualified staff

Measure Number of qualified staff members (FTE) per 10,000 population Standard 1.0 staff member (FTE) per 10,000 population Based on national average 2013-14 of 1.02 qualified staff FTE per 10,000 population (excluding Victoria and Tasmania which do not report on the number of qualified library staff) Enhanced standard 1.2 staff FTE per 10,000 population Definitions ‘Qualified staff’ means staff members who possess formal library qualifications or other qualifications that are directly relevant to service delivery in the library. For example: ALIA-recognised library and information science qualification at undergraduate or post-graduate level ALIA-recognised library technician qualification undergraduate or post-graduate qualification in education, community services or program management. ‘FTE’ means full-time equivalent. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes Staff requirements are influenced by the library’s strategic service objectives, service offerings and service delivery profile. It is acknowledged that many rural and regional libraries have significant difficulties in recruiting qualified staff members. Local authorities should seek to employ the most appropriate mix possible of professional and para-professional library staff. For libraries serving populations less than 10,000, candidates studying towards the recommended qualifications should be considered for employment if their experience meets the selection criteria. Many libraries, particularly those serving large populations and populations including significant numbers of people from culturally diverse or low SES backgrounds, require a higher proportion of qualified staff because the range of library programs and special services offered is both more varied and greater in number. Such libraries are likely to require more staff and higher numbers of qualified staff than provided for in these standards. Library management, marketing, information technology, administration activities and some specialised activities or collections may require the employment of staff with specialist (non-library) qualifications. The skills and knowledge of these staff will enrich the library service and contribute to quality service.

S4. Library materials expenditure per capita per annum

Measure Public library expenditure on library materials per capita per annum Standard $5.65 per capita per annum (for 2015-16) Based on national average 2013-14 of $5.48 per capita per annum Enhanced standard $6.41 per capita per annum (for 2015-16)

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Definitions ‘Library materials expenditure’ means expenditure on library materials and electronic resources, including any state government expenditure on library materials and electronic resources. NSLA statistical report. Per capita analysis is based on the population of the area/local government area served by the library service. Data is sourced from the ABS. Notes The standard for library expenditure per capita (excluding library materials) is S1. There is significant variation in library materials expenditure per capita per annum between states and territories (see Appendix 2). For example, from 2011-12 to 2013-14 NSW had average expenditure on library materials of $4.42, while Queensland averaged $6.64 per capita per annum. There is also variation within states and territories over time, with ACT going from $7.05 per capita in 2011-12 to $4.72 in 2013-14, while WA increased from $4.58 in 2011-12 to $6.16 in 2013-14. This variation can be the result of cyclical or targeted investment in collections development. It is also influenced by minimum stocking levels in small branches, maximum carrying capacity in library branches, stock movement between branches in one library service and the efficiency of interlibrary loan procedures. Financial indicators are influenced by inflationary factors. The standard for 2015-16 has been factored up from NSLA’s reported 2013-14 expenditure for public libraries by the Reserve Bank of Australia’s annual inflation estimate for 2015/16 of 1.5%. This standard can be expected to increase in future years at a similar rate due to inflationary factors. The RBA inflation estimate is an aggregate figure that may not necessarily represent real increases in the cost of library materials in different states and territories.

S5. Collection items per capita

Measure Number of collection items per capita Standard 1.7 collection items per capita Based on national average 2013-14 of 1.7 items per capita Enhanced standard 1.9 collection items per capita Definitions Based on the NSLA statistical report, for the purposes of this standard ‘collection items’ means library materials items excluding online databases. ‘Library materials’ includes print material (such as books, magazines, newspapers, serials, maps, plans, manuscripts), audiovisual and digital materials (such as audio books, CDs, CD-ROMs, videos, DVDs, computer games, electronic books), and other items (such as toys and games). This definition excludes individual records on online databases. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes ‘Items per capita’ alone is not a sufficient indicator of collection quality. Items per capita may be artificially inflated if the collection is not regularly weeded and the age of stock drifts out, or if the library maintains a large ‘stack’ collection. The strength of a public library collection usually lies with its currency rather than its size, so S5 (items per capita), S6 (age of collection), S11 (loans per capita) and S12 (stock turnover) taken together are important indicators of collection appeal. Smaller libraries may have a proportionately higher number of items per capita in order to maintain customer choice.

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S6. Age of collection

Measure Percentage of collection published in the past five years Standard 60% of collection items published in the past five years Based on national average 2013-14 of 60.4% of collection items published in the past five years Enhanced standard 70% Definitions Based on the NSLA statistical report, for the purposes of this standard ‘collection items’ means library materials items excluding online databases. ‘Library materials’ includes print material (such as books, magazines, newspapers, serials, maps, plans, manuscripts), audiovisual and digital materials (such as audio books, CDs, CD-ROMs, videos, DVDs, computer games, electronic books), and other items (such as toys and games.) This definition excludes individual records on online databases. This standard should only apply to physical collection items, not online resources. This is a subset of the collection items referenced in S5. NSLA data does not currently differentiate between physical and online resources. Notes Family history and local studies library material should not be counted when applying this standard. These resources have usually been collected over long periods and are intended to be retained indefinitely regardless of age. Factors which impact on age of collection include: ‘floating’ collections, in which customer choice is maintained by movement of stock among branches the shorter shelf-life/more frequent replacement of some materials, such as DVDs high turnover rate of some special collections (such as LOTE – languages other than English) which may require weeding and replacement at a higher rate than other parts of the collection.

S7. Internet computers per capita

Measure Number of internet enabled public access computers per 10,000 population Standard 5.0 internet enabled public access personal computers per 10,000 population Based on national average 2013-14 of 4.9 internet enabled public access computers per 10,000 population Enhanced standard 7.3 internet enabled public access personal computers per 10,000 population Definitions ‘Internet enabled public access computers’ includes all desktop and mobile devices available for public use in the library which can be used to access the internet. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes The number of computers provided in the library depends on the nature of demand in the library’s community, including seasonal requirements; and local factors such as the degree of penetration of internet access in households, the take-up of mobile devices, and the availability of broadband connectivity. The number of internet computers per capita varies from 10.5 per 10,000 population in Tasmania to 2.3 in

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the ACT. Libraries in most states provide on average between 4 and 5 internet computers per 10,000 population. The number of internet computers per capita has been increasing over the past five years. However, it is expected that this growth might plateau in the next few years as internet access through mobile personal devices becomes more widespread. Access to the internet should be provided free of charge. Internet access should be facilitated by the fastest broadband speed available to the local government.

Service reach

S8. Membership as a percentage of the population

Measure Per cent of eligible population who are library members Standard 44% Based on national average 2013-14 of approximately 44% of the Australian population being registered library members Enhanced standard 51% Definitions ‘Members’ are those who have registered to use the library service (see below). NSLA statistical report. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes This standard is only a partial indicator of library engagement, and should not be used in isolation as a measure of service engagement or use. Use of this standard for benchmarking purposes should consider the following. Membership: Records of membership should be maintained for statistical and benchmarking purposes, particularly if life-long memberships are implemented. Active membership: From 2013-14 Victoria narrowed its definition to ‘active’ membership, which only records registered members who borrowed a physical collection item in the previous 12 months. Non-resident membership: Some libraries show a very high percentage of membership because members include non-residents who travel to or through the LGA to work or for holidays, and are not, by definition, included in the base ‘eligible population’. This is most evident where large numbers of commuters concentrate for work (e.g. in capital cities and urban hubs). Where customers have dual library membership this can slightly distort aggregate membership figures. SA now has a single library card for use in all SA public libraries, with Connect NT offering similar multi-location access to library members in the Northern Territory. Removing the need for users to have more than one membership to use different libraries has increased accessibility of library collections while reducing total membership figures relative to other jurisdictions. Hidden membership: Libraries customers who are not registered members visit the library to attend programs and events, use meeting or leisure spaces, read newspapers or use the computers. While these users may not be captured in the count of members (e.g. some libraries require library membership to use wifi, others do not), they are captured in ‘visit’ statistics. Some customers also may use a single card for all family members, thereby understating the spread of usage.

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On average, the library membership rate has fallen around 4% in the past two years. In 2013-14 membership rates varied from 58% in the ACT to 25% in Tasmania. Rates within states and territories are fairly stable over time.

Service participation and use

S9. Visits per capita per annum

Measure Customer visits (physical visits) to libraries per capita per annum Standard 4.8 visits per annum Based on national average 2013-14 of 4.8 physical customer visits per annum Enhanced standard 6.0 visits per annum Definitions ‘Customer visits’ are ‘visits in person’ and include all visits to all physical service points (i.e. library buildings and mobile libraries). NSLA statistical report. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes This standard is only a partial indicator of library usage as it focuses on only one type of use. Library statistics record physical visits of library customers to physical service points, but understate actual usage of library services by not recording: virtual visits to library websites to search library catalogues, reserve library resources and access library information contact through home library services contact through outreach services and participation in library programs hosted in community and partner locations. At present there is no widely agreed national measure for virtual visits to libraries (e.g. visits to library websites) and outreach services, and consequently no consistent data set from which to derive a more comprehensive national standard. Physical customer visits per capita has fallen around 8% in the past 10 years, although it has been fairly stable around 4.9 visits per capita in recent years. In 2013-14 visitation rates varied from 6.4 per capita in Tasmania to 4.0 in WA. Rates within states and territories show little variation over time.

S10. Website visits per capita per annum

Measure Visits to the library website per capita per annum Standard Comparable national data on this indicator is not yet available. Definitions Visits to the library website are measured as the number of unique daily users. This figure is converted to an annual amount by summing daily figures or multiplying the average daily figure by 365. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes This standard is only a partial indicator of library usage as it focuses on only one type of use. It complements data on the number of physical library visits per annum. At present there is no widely agreed national measure for visits to library websites, and consequently no consistent data set from which to derive a comprehensive

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national standard. However, NSW public libraries, for example, had an average of 1.5 visits per person to their library website home page in 203-14. An alternative measure of website usage is the total or average per capita number of pageviews. While a unique user may have multiple pageviews, pageview data tends to follow a similar pattern to the number of unique users.

S11. Circulation (loans per capita per annum)

Measure Number of loans per capita per annum Standard 7.3 loans per capita Based on national average 2013-14 of 7.3 loans per capita Enhanced standard 8.8 loans per capita Definitions ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes The number of loans per capita has been falling in all states and territories over recent years, with all jurisdictions (except NT) having a 4% to 10% reduction in circulation from 2011-12 to 2013-14.

S12. Turnover of stock (loans per collection item)

Measure Number of loans per collection item per annum Standard 4.4 loans per collection item Based on national average 2013-14 of 4.4 loans per collection item Enhanced standard 5.6 loans per collection item Definitions Based on the NSLA statistical report, for the purposes of this standard ‘collection items’ means library materials items excluding online databases. ‘Library materials’ includes print material (such as books, magazines, newspapers, serials, maps, plans, manuscripts), audiovisual and digital materials (such as audio books, CDs, CD-ROMs, videos, DVDs, computer games, electronic books), and other items (such as toys and games.) This definition excludes individual records on online databases. Notes In accordance with the NSLA statistical report, ‘turnover’ is obtained by dividing the total circulation by the total number of library stock (library materials) to provide an indication of stock use. Turnover measures are not relevant in libraries that do not lend collection items, or have significant parts of the collection that do not get lent to library users (e.g. libraries in remote areas).

S13. Program attendance per capita per annum

Measure Attendance at library programs per capita per annum Standard Comparable national data on this indicator is not yet available.

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Definitions Total attendance at library programs includes all people who attended and/or participated in a library program held inside or outside the library. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes Information on program attendance was collected for the first time as part of NSLA’s annual data collection from public libraries in 2014/15. In the future this data set can be used to derive a national standard. Libraries employ different methods of determining program attendance. Some record actual counts from all program activities, while others use estimates of attendance. Some record attendance continually throughout the year while others sample time periods and factor up to annual totals. This indicator does not count unique attendees at library programs. Some participants will attend many programs over the course of a year and will be counted multiple times (e.g. children and parents attending weekly Story Time programs). Total program attendance is therefore influenced by the number, type and frequency of program activity.

S14. Internet downloads per capita per annum

Measure Total internet downloads per capita per annum Standard Comparable national data on this indicator is not yet available. Definitions Total downloads includes downloads on public access library computers and via the library wifi on users own devices. ‘Population’ is the population of the area/local government area served by the library. Data is sourced from the ABS. Notes Information on internet downloads is not currently part of NSLA’s annual data collection from public libraries. Therefore, there is no consistent data set from which to derive a comprehensive national standard. In capturing this data, some libraries may have difficulty distinguishing user downloads from those of library staff. Whole of organisational data agreements with ISPs may also make it difficult for libraries to separate library data usage from that of other Council entities, especially in joint-use facilities. Given the constant growth in data usage and accessibility it is also likely that usage statistics from any year will be of limited value in setting targets for anything more than the following year. Therefore, a more up-to-date benchmark may be based on standard data limits for basic internet plans (e.g. offered through the NBN).

Customer satisfaction

S15. Customer satisfaction

Measure Percentage of customers who rate the library service as ‘good’ or ‘very good’ Standard 95% of library customers rate the library service as ‘good’ or ‘very good’ Enhanced standard 98% of library customers rate the library service as ‘good’ or ‘very good’

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Definitions Customer satisfaction with library services can be measured through a single, simple measure which libraries can use for comparison with each other, or for identifying trends over time. Library customers can be asked the following question: What is your opinion of the library service? Circle one option: Very good Good Satisfactory Poor Very poor Notes Customer satisfaction data should be captured as a regular part of the library’s evaluation and review activities. Data collection is suggested at least once every two years. Libraries may also have the opportunity to include specific customer feedback questions in Council/parent body surveys. Customer satisfaction with public library services is generally very high, libraries ranked among the most well-regarded and highly valued of Council services. Additional questions might be asked of customers to: better differentiate between ‘good’, ‘very good’ and ‘excellent’ library services identify what features or characteristics of the library service influence the rating given describe the difference libraries make in people’s lives identify areas for continuous improvement of library services. Additional customer feedback can be captured through the outcome-focused questions described in guidelines O1 to O6.

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OUTCOME MEASURES

Measuring the impact of public library services In the past few years a significant international body of work on measurement of library outcomes has been developing as public libraries seek to demonstrate the differences that their services and programs make in the lives of individuals and the wellbeing of the community.

For example, Project Outcome is a Performance Measurement Task Force established within the Public Library Association (a division of the American Library Association) with funding from the Bill and Melinda Gates Foundation. Project Outcome has defined outcomes for public libraries in simple terms across seven key areas of library activity (e.g. early childhood literacy, civic/community engagement, digital inclusion, economic development). It has also produced surveys, tools and other resources to assist public libraries to capture information about the difference they make in users’ lives (www.projectoutcome.org). Parallel work has been occurring in the UK and the Netherlands.

Much of this work has been driven by a desire to better ‘tell the story’ of public libraries and to advocate for continued funding. It is shifting the focus of library measurement from outputs to outcomes, and is underpinned by a sound conceptual base and logic models that demonstrate how delivery of library services and programs can lead to changes in individual knowledge, skills and behaviours. These initiatives have tended to start small, initially focusing their outcomes work on specific issues (e.g. early childhood literacy, digital inclusion), with the aim of testing and maturing processes, building capability, producing practical tools and resources, and then continually improving and expanding into other areas of library impact.

This document provides Australian public libraries with clear guidance on why and how they can more accurately and consistently tell the story of the impact they have on individuals and communities.

What are outcomes? Libraries traditionally measure outputs – usually quantitative measures of the volume or performance of a library’s actions (e.g. loans, door counts, program attendance). Output information reflects activity, and is useful in capturing what libraries do, but outputs do not tell a compelling story about the outcomes of that activity and the impact achieved by library efforts across the full spectrum of activities and services.

An outcome is a specific benefit that results from a library service or program designed to help library users change their knowledge, skills, attitudes, behaviour or awareness. Outcomes occur in the lives of people, and may not occur in the library itself. Outcomes can be quantitative or qualitative, and are generally expressed as changes individuals perceive in themselves.

For public libraries, outcome measurement moves them away from asking the question ‘What did we provide?’ to answering the more important question of ‘Why do we matter’?

Why measure outcomes? Public libraries consistently rank among the most valued of all local government services. Communities understand, use and value them, yet their contribution is not always obvious to decision-makers.

Librarians struggle to articulate what they do in terms of concrete benefits, and have often defaulted to measuring outputs and lofty mission statements about instilling a love of reading, providing universal access to information and advancing freedom of thought. While the profession’s deeply held values should guide decision-making and practice, libraries have an accountability obligation to

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measure what outcomes they can and to demonstrate their impact on those who benefit from public libraries in real and significant ways. For what funding institutions actually need to know is whether and how the existence of a library can further the goals of the institution or community it belongs to – whether learning and research, professional work or communal life benefit by library use.

Outcome measurement is particularly important for public libraries as it enables them to quantify what they hear every day from library users, and to better understand how the services they offer and deliver are reaching the community and what impact these services are having on library users. This understanding enables libraries to:

improve over time the scope, reach, efficiency and quality of library services and programs inform service planning and more efficiently manage available resources to achieve library goals celebrate success within the library organisation and with the community and stakeholders advocate and make a more compelling case for funding and investment in public libraries and service partnerships by combining hard data on library outputs and costs with the user’s perspective of service impact.

Having national guidelines on outcome measures for Australian public libraries will allow the library sector to measure and report on its impact more consistently and to focus the discussion on public libraries on effectiveness and value. In turn, this will enable decision-makers to make more informed choices about budget allocation, infrastructure investment and workforce development. National guidelines will also:

guide strategy development support adoption of best practice work processes within libraries enable local governments to benchmark their library services and to plan effectively promote clearer understanding of what public libraries do and why they do it.

Having outcome data will enable Library Managers to report performance information on the basis of the library service’s real contribution to community, feeding into the overall measures for local, state and territory government.

Principles for outcome measurement Standard approaches to research and evaluation and the experience of overseas initiatives on outcome measurement in public libraries provide guidance on key issues that need to be taken into account when defining, developing and implementing authoritative, rigorous and reliable outcome measures. The following principles should be considered in any outcome measurement activity.

Meaningful The measures defined provide information that is relevant and needed to show how public library services have impacted on people’s lives. This information will generally be collected from library users and the wider community. Clearly defined Measures are well-defined and terminology is easily understood by all involved in the collection and analysis of data. Reliable Data can be captured and interpreted consistently over time. Cost-effective The cost of collecting and analysing data is commensurate with the value of that data in informing decision-making and improving library outcomes.

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Client-focused The data collected allows outcomes to be understood in the context of individual and community circumstances and need. It provides information about the potentially differential value of library services and programs to specific groups in the community Attributable Analysis and interpretation recognises that the library may be only one of several contributing agents or factors in the achievement of a particular outcome for an individual or community. This does not diminish the library’s contribution, but places it in a real world context. Thought should be given to the relative contribution of the library to the observed outcome.

How to define outcomes Defining library outcomes for the purpose of performance measurement is not necessarily a complex task. It is a process of reflection to identify and articulate what change in knowledge, skills or behaviour is expected if the library service or program is successful. That is, what does it look like when it works? Once the anticipated impact is described, the outcome measurement process is a way of finding out if that change happened or not, or the extent to which it happened. This will usually require a baseline assessment of what was happening before engagement with the library, and a second assessment to gauge the impact of the library’s services and programs.

In thinking about this vision of success, it can be useful to consider:

the possible change(s) in knowledge, skills, behaviour, attitude or awareness what there might be more of or less of, and what might be better than before the different changes for different stakeholders and participants what changes might occur in the short-term and what might occur over a longer period of time, and any progression in outcomes where one outcome is contingent on an earlier outcome what pre-conditions (if any) might need to exist for the changes to occur what contribution other factors might have on achievement of the expected change.

This process is best undertaken through a discussion among interested parties, which may include service delivery staff, service partners and/or service users.

An example To illustrate the definition of library outcomes, consider Story Time – a much-loved program in many Australian public libraries. What does pre-school Story Time look like when it works really well? The answer varies depending on the stakeholder.

Stakeholder Successful outcome or impact Child participant Fun, engaging, active, interactive and possibly noisy Something they would like to do again next week Development of a love of reading Educational (even if they do not realise this) in terms of: - print motivation (liking books, thinking reading is fun) - vocabulary (knowing the names of things) - print awareness (familiar with print and the format of books) - letter knowledge (knowing letters have names and sounds) - narrative skills (able to tell stories or give descriptions) - phonological awareness (being able to hear the sounds in words) Parent, carer or adult An enjoyable activity shared with their child who brings the child to Learned something that they can share with the child Story Time Increased confidence in being their child’s ‘first teacher’, and in some

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Stakeholder Successful outcome or impact cases increasing their own literacy skills Confidence to read to/with their child at home, and doing it every day Awareness of, access to and use of library collections and resources Presenter Enjoyment Professional and personal satisfaction Positive feedback from participating children, adults and observers Kindergarten or school Sound educational underpinning (who may not see the Models effective reading behaviours to children and adults child for several years) Improved early years’ literacy and school-readiness (as measured by the AEDC – Australian Early Development Census)

How to measure outcomes Having defined a service’s or program’s goals and intended outcomes, and mindful of the principles for outcome measurement, the next step in the process is to develop an indicator and capture the outcome data.

An indicator is a measure that something has happened, or not, or the extent to which the thing happened. It indicates that something happened in one place that had an effect on something else. Sometimes the thing that happened can be measured directly. For example, the number of public internet sessions hosted on library computers per day is simply a count of the number of sessions. More often, and especially with outcomes which represent a change in people’s knowledge or skills, the best way to find out if the change occurred is to ask. For example, the number of people who were helped when using a public internet connection, and the value of that help, can only be known by asking the person who received the help.

In asking capturing information on outcomes, the aim should be to keep it simple.

As far as possible use simple language that is meaningful to the person answering the question. Ask direct questions about what has changed or might change. For example: - learned something new - increased confidence - anticipated change in behaviour - increased awareness. Link the potential change to the use of or participation in a library service or program. Use multiple choice options for a quick response to a closed question. For example: - Yes / No - A lot – Some – A little – Not at all - Strongly Agree – Agree – Neutral – Disagree – Strongly Disagree - ratings or scores out of 10. Ask one or two open-ended questions to gather general information about satisfaction, service quality or opportunities for service improvement. Don’t ask too many questions.

Examples As public libraries offer a diverse range of services to meet the interests and needs of different users, there are very few library users who access the full range of services, or are even familiar with the full service range. Therefore, a single omnibus survey asking users about their use and the impact of the services offered by the library is likely to be of limited value, unless it is administered, say, once every two years, over which timeframe a more varied use is likely.

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To assess the impact of library services and programs it may be more useful to run short targeted impact surveys, but to do this more frequently, say, every six months. The work of Project Outcome in the US has shown how this can be done by creating very simple surveys that the respondent can be complete in as little as a minute. Two examples are shown below.

EARLY CHILDHOOD LITERACY Please take a few minutes for this Strongly Disagree Neither Agree Strongly Not brief survey and let us know if, as a disagree agree agree applicable result of participating in the Early nor Childhood Literacy program ... disagree

You learned something that you can O O O O O O share with your children You feel more confident to help your O O O O O O children learn You will spend more time interacting O O O O O O with your children (e.g. reading, talking, singing, writing, playing) You are more aware of resources and O O O O O O services provided by the library

What did you like most about the program?

What could the library do to improve your children’s enjoyment of reading?

Date: Time: Location:

ECONOMIC DEVELOPMENT Please take a few minutes for this Strongly Disagree Neither Agree Strongly Not brief survey and let us know if, as a disagree agree agree applicable result of participating in the nor Economic Development Literacy disagree program ...

You feel more knowledgeable about O O O O O O what it takes to establish a business You feel more confident about O O O O O O establishing a new business You intend to apply what you just O O O O O O learned You are more aware of applicable O O O O O O resources and services provided by the library

What did you like most about the program?

What could the library do to better assist you in starting a new business?

Date: Time: Location:

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O1. Literacy and lifelong learning The role of public libraries Public libraries have for a long time played a valuable role in helping children to learn to read through Story Time and associated programs and provision of children’s collections. While this continues to be a cornerstone of public library programming, many libraries are now offering programs and resources for the development of youth and adult literacy. This includes support both for people from an English- speaking background with low levels of literacy and people from a non-English speaking background who seek to improve their English language skills.

Through collections, programs and facilities public libraries also provide many opportunities for people of all ages and interests to pursue formal and informal study and lifelong learning. This includes:

homework clubs and after-school activities using library computers and work spaces to do school work, tertiary study and other research and learning provision of access to online classes encouraging reading through school holiday activities, youth reading programs and collections and book clubs programs supporting development of learning habits and skills.

What the outcome looks like What does a public library’s impact on literacy and lifelong learning look like when it works really well?

Stakeholder Successful outcome or impact Library users Improved early years’ literacy and school-readiness Improved adult literacy and English language skills which enable people to participate fully in society Development of a love of reading and high levels of readership among people of all ages, especially children and young people Encouragement of family and intergenerational learning Parents reading to their child every day Parents feeling confident in being their child’s first teacher Improved learning habits and skills Increased motivation for and confidence in independent and lifelong learning Higher participation levels in formal and informal learning Library High levels of community awareness of library collections, resources and learning programs High levels of participation in and demand for library literacy and learning programs Strong partnerships with local education providers, including kindergartens, schools, training providers, U3A and neighbourhood houses

Possible measures and survey questions The impact of public library services and programs on literacy and lifelong learning could be measured by asking library users some of the following questions or capturing the following information.

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Outcome Possible question/measure Early childhood literacy Your child enjoyed the program and wants to come back again You enjoyed the program and will come back again You learned something new that you can share with your child* You feel more confident to help your child learn* You will spend more time reading, talking, singing, writing and playing with your child* You are more aware of relevant services and resources provided by the library You will borrow more library resources for your child School-readiness and early years literacy as measured by the AEDC Attendance at early years’ literacy programs Turnover of the children’s collection Youth, adult and English You learned something or gained a skill that you can use in your language literacy everyday life* You are more confident in reading, writing and speaking* You look forward to coming back to the library to learn something new You are more aware of relevant services and resources provided by the library Adult literacy levels (using national and international benchmarks) Participation in literacy and learning programs Lifelong learning You learned something new that is helpful* You feel more confident about what you just learned You intend to apply what you just learned* You are motivated to continue and expand your learning You are more aware of relevant resources and services provided by the library * Suggested key outcome measures.

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O2. Informed and connected citizens The role of public libraries Public libraries are places where people can come together to connect with one another and with what is happening in their community. The library is the new ‘town square’, a non-commercial place where people can:

meet informally with family, friends and like-minded people conduct formal meetings in library spaces learn about the community, local news and current events discuss community issues and share and exchange opinions find out about government programs and services learn about local laws and regulations become involved in the democratic process.

When new libraries are developed they are typically placed in a central location, co-located with other community facilities, education and cultural organisations.

What the outcome looks like What does a public library’s contribution to an individual’s connection with their community look like when it works really well?

Stakeholder Successful outcome or impact Library user Increased awareness of community issues and activities Informed citizenship Empowerment and participation in civic activities Participation in library programs nurtures formation of other community groups and activities Increased sense of belonging to and ownership of the community Library Community demand for access to library facilities and resources for non-library events Strong partnerships with local community organisations

Possible measures and survey questions The impact of public library services and programs on an individual’s connection with their community could be measured by asking library users some of the following questions or capturing the following information.

Outcome Possible question/measure Informed and active You regularly visit the library to meet people citizens You are more aware of issues in your community You are more informed about issues in your community* You feel more confident about becoming involved in our community* You feel empowered to participate in community activities You intend to become more engaged in your community You are more involved in your community* * Suggested key outcome measures.

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O3. Digital inclusion The role of public libraries The ability to access and use technology is fundamental to meaningful engagement in Australian society. Access to the internet via computers, tablets or mobile devices allows people to:

search and find useful public information (e.g. transport timetables, weather forecasts, news and current affairs) study online and access educational material access government services connect with family and friends via email and social media perform financial and administrative transactions engage with community activities and business organisations search and apply for jobs pursue recreational and leisure interests.

Increasingly, the only way to access some information, government and business services is through the internet.

Although internet access is now widespread throughout the community (86% of Australian households have internet access17), access is not universal, and there are significant numbers of older persons, people with low incomes and people in rural areas (among others) who do not have home or mobile internet access. There are also many people, including those population groups mentioned here as well as other people, who have low levels of digital literacy and are not confident in accessing and using computers effectively.

Over the past 10 to 15 years public libraries have played an important role in supporting digital inclusion and providing a safety net for those caught in the digital divide by:

providing library users with free access to computers and the internet providing technical support and advice to people using the library’s computers providing training to people with low levels of digital literacy.

This is seen to be particularly valuable for people who:

have no, limited or poor access to computers, the internet and reliable bandwidth face competition in their household for access to a computer are travelling or away from home need a quiet place to work or study want to use computers but do not have the necessary confidence or skills.

What the outcome looks like What does a public library’s support for digital inclusion look like when it works really well?

Stakeholder Successful outcome or impact Library user Increased confidence in independently using computers and technology (at home and at the library) Increased connection to family and friends (especially family interstate or overseas) Increased use of the internet for educational purposes

17 Household Use of Information Technology, Australia, 2014-15, ABS Cat. No. 8146.0.

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Stakeholder Successful outcome or impact Increased use of the internet for accessing government (e.g. Centrelink), financial (e.g. banking), business and community services Increased use of library eResources Library All people in the community have access to the internet and computers More wifi enabled public spaces People are aware that the library offers access to computers, printers, copiers and the internet People are aware that the library offers support in technology access and use Fewer questions about accessing online services Reduced demand for digital technology training sessions Shift in wifi access from library devices to user devices Increased use of library eResources More examples of creative application of technology in libraries Other organisations (e.g. Centrelink) refer people without technology access to the library

Possible measures and survey questions The impact of public library services and programs on digital inclusion could be measured by asking library users with no or limited alternative access to technology some of the following questions or capturing the following information.

Outcome Possible question/measure Access to technology % of library branch visitors who use library wifi* % of library branch visitors who use library computer services Use of technology You feel more connected to friends and your community having used the library computers* You used the library computers to access government services You used the library computers to access banking and financial services You prepared a resume or applied for a job using the library computers You feel empowered having used the library computers You are more aware of relevant resources and services provided by the library Digital literacy You feel more knowledgeable about using computers and the internet You feel more confident when using computers and the internet * You intend to apply what you just learned Number of library users who ask questions about accessing online services (ideally decreasing) Number of participants in digital technology training sessions (ideally shifting from basic to more advanced training) * Suggested key outcome measures.

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O4. Personal development and wellbeing The role of public libraries Public libraries have the capacity to support personal development and wellbeing. They do this through their use and provision of library resources, staff and facilities. At the library people can:

access authoritative information (independently or with the support of library staff) that they need to live, work, learn and play access information that supports health and wellness (e.g. learning about medical conditions, finding health care providers, assessing health insurance options) manage their personal finance and business matters (e.g. online banking, paying bills, making purchases online, contacting tradespeople) read for pleasure and enjoy a wide choice of reading, viewing or listening material meet friends and people with common interests talk to other library users and library staff relax in a quiet welcoming environment be somewhere safe, be where there are other people, and be somewhere cool on a hot day or warm on a cold day.

Some of these activities require the user to be a library member (e.g. borrowing books). Most are accessible to anyone who chooses to walk into the library.

What the outcome looks like What does a public library’s support for personal development and wellbeing look like when it works really well?

Stakeholder Successful outcome or impact Library user Have access to information that they need More informed about issues that are important to them Better able to make informed decisions that influence their personal health and wellbeing Increased feelings of social connectedness and reduced feelings of social isolation Improved mental health Greater enjoyment of life Library Library is known as a safe, welcoming and inclusive place to meet

Possible measures and survey questions The impact of public library services and programs on personal development and wellbeing could be measured by asking library users some of the following questions.

Outcome Possible question/measure Informed, connected and You are more informed about what’s going on in your community well You found information that you need at the library* You strengthened social connections with family and friends You feel less lonely after visiting the library You feel more relaxed after visiting the library* You look forward to your next visit to the library You believe the library is a safe and welcoming community place* * Suggested key outcome measures.

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O5. Stronger and more creative communities The role of public libraries Public libraries help to strengthen communities and build social capital by providing an inclusive forum and support for expression of creativity and cultural identity. They are places that preserve the past, celebrate the present and embrace the future. They do this by:

ensuring free and equitable access to all people providing access to general and community-focused content and collections collecting and promoting local cultural content (e.g. historical collections and artefacts, artworks and exhibitions, performance) showcasing and celebrating diversity promoting acceptance, tolerance and understanding promoting democratic principles nurturing and supporting community groups.

What the outcome looks like What does a public library’s contribution to stronger and more creative communities look like when it works really well?

Stakeholder Successful outcome or impact Community People feel welcomed and comfortable in the library Increased confidence and profile of marginalised community cohorts and groups Stronger social networks Intergenerational activities in libraries High levels of participation in library events High levels of volunteering at the library and in the community Community pride in the library Library Library is a creative place where people can collaborate and experiment Library is seen as a centre for cultural expression Library users are engaged in planning library programs Library is highly valued by the community, regardless of whether they use the library or not Strong partnerships with local cultural organisations

Possible measures and survey questions The impact of public library services and programs on stronger and more creative communities could be measured by asking library users, community organisations and civic leaders (all of whom will have a perspective on the strength of their community) some of the following questions or capturing the following information.

Outcome Possible question/measure Inclusive and resilient You feel welcomed in the library communities You feel comfortable and relaxed in the library You see your community reflected in the library* You believe the library encourages tolerance and understanding in the community You believe the library celebrates diversity You believe the library contributes to a more cohesive community*

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Outcome Possible question/measure You are involved with your library You are proud of your library Library membership and users reflect the community Volunteer participation Creative and cultural You believe the library encourages and facilitates creativity and enrichment innovation* You have pursued creative interests at the library You believe the library encourages and facilitates cultural expression You believe the library celebrates local history You value the library as an integral part of your community* * Suggested key outcome measures.

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O6. Economic and workforce development The role of public libraries Public libraries do not generally have a direct role in economic development, but use of library services and programs by different groups within the community can support improved employment and productivity outcomes. Public libraries can support economic outcomes through:

running programs to assist people in preparing a CV, writing a resume and applying for jobs providing access to the internet to allow people to search and apply for jobs and access to computers to allow people to write job applications partnering with local adult and community education providers to support provision of vocational education and training opportunities and job-ready skill development running programs in partnership with Council and other organisations to promote small business development and activity providing micro and small businesses with access to business and government information providing spaces where micro and small business operators can work, research, communicate and collaborate with customers and business partners.

In addition to this, a public library is a significant community institution and employer. It is a focal point for community activity, and can attract tourists who wish to access library services (e.g. internet) or see local history and cultural collections housed within the library.

Research in the UK, New Zealand and several Australian states over the last eight years has also shown that public libraries are a net contributor to the economy with estimates that the return on every $1 invested in public libraries is more than $3 on average.18

What the outcome looks like What does a public library’s contribution to economic and workforce development look like when it works really well?

Stakeholder Successful outcome or impact Job seeker Increased job-ready skills More employable community Improved employment outcomes Business person More informed small business people Creative spaces and facilities attract small business people to work and collaborate Stimulation of microbusinesses

Possible measures and survey questions The impact of public library services and programs on economic and workforce development could be measured by asking library users some of the following questions or capturing the following information.

Outcome Possible question/measure Job-ready skills and job You feel more knowledgeable about the job search process seeking You feel more confident about the job search process You will use what you learned today in the job search process* You have used what you learned to apply for a job

18 Dollars, Sense and Public Libraries, SGS Economics for State Library of Victoria and Public Libraries Victoria Network, 2011.

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Outcome Possible question/measure What you learned at the library helped you to get a job You are more aware of relevant resources and services provided by the library Employment outcomes for participants in targeted programs* Business development You feel more knowledgeable about what it takes to establish and run a small business* You feel more confident about establishing a new business You collaborate with other business people at the library Library services, programs and spaces enhance your business operations* You are more aware of relevant resources and services provided by the library Partnerships Number of employment-related partnerships with Council, education, business and community organisations * Suggested key outcome measures.

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Defining localised outcome indicators These guidelines have identified a range of possible questions and measures that public libraries might ask of their users and communities to gauge the impact of their services and programs. These questions are in no way, however, a complete list of all of the outcomes a library might be interested in exploring. Therefore, from time to time public libraries may wish to define and develop their own outcome indicators to address the specific outcomes that they are trying to achieve.

Libraries can define their own outcome indicators by following the simple steps described earlier in the sections on How to define outcomes (including the pre-school Story Time example) and How to measure outcomes. That is:

think about what the library service or program will look like when it works well, and describe this in terms of the expected change(s) in library users’ knowledge, skills, behaviours, attitudes or awareness translate that outcome statement into a simple question that could be asked of library users to find out whether the change happened, or not collect, analyse and use the outcome data to improve understanding of the impact of the library service.

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ABBREVIATIONS AND ACRONYMS

ABS Australian Bureau of Statistics ALIA Australian Library and Information Association APLA Australian Public Library Alliance ATSI Aboriginal and Torres Strait Islander CALD culturally and linguistically diverse ESL English as a second language FTE full time equivalent ICT information and communications technology IFLA International Federation of Library Associations and Institutions ILL interlibrary loan ISP Internet Service Provider KPI key performance indicator LOTE languages other than English NSLA National and State Libraries Australasia OHS occupational health and safety RBA Reserve Bank of Australia U3A University of the Third Age UNESCO United Nations Educational, Scientific and Cultural Organization W3C World Wide Web Consortium

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BIBLIOGRAPHY

ALIA PD Scheme. https://membership.alia.org.au/pdinfo/alia-pd-scheme

ALIA position statement on ebooks and elending, May 2013. https://www.alia.org.au/sites/default/files/ALIA%20ebooks%20and%20elending%20position%20130522.pdf

Australian Government Web Guide, http://webguide.gov.au, including the W3C Accessibility Guidelines, http://webguide.gov.au/accessibilityusability/accessibility/.

Australian Public Libraries Statistical Report 2013-14, NSLA, August 2015. http://www.nsla.org.au/publication/australian-public-libraries-statistics-2013-2014

Beyond a Quality Service: Strengthening the Social Fabric, Standards and Guidelines for Australian Public Libraries, 2nd ed., Libraries Alive! for ALIA, 2012. https://www.alia.org.au/sites/default/files/documents/PLSG_ALIA_2012.pdf

Dollars, Sense and Public Libraries, SGS Economics for State Library of Victoria and Public Libraries Victoria Network, 2011. http://www.libraries.vic.gov.au/downloads/Dollars_Sense_and_Public_Libraries/20110322_sl_techrep_full_final .pdf

Evaluation of the Economic Impacts of the Regional Infrastructure Development Fund Final Report, Regional Development Victoria, PriceWaterhouseCoopers 2008. https://www.rdv.vic.gov.au/__data/assets/pdf_file/0005/1147820/RIDF-Evaluation-Report-July-2008.pdf

Future of the library and information science profession: public libraries, ALIA, 2014. https://www.alia.org.au/sites/default/files/ALIA-Future-of-the-LIS-Profession-04-Public_0.pdf

Household Use of Information Technology, Australia, 2014-15, ABS Cat. No. 8146.0. http://www.abs.gov.au/ausstats/[email protected]/mf/8146.0

Impact of Libraries as Creative Spaces, 2016, Queensland University of Technology for the State Library of Queensland www.plconnect.slq.qld.gov.au/manage/research/libraries-as-creative-spaces

Library Edge Toolkit, http://www.libraryedge.org/toolkit.

Living Learning Libraries; standards and guidelines for NSW public libraries, 5th ed. 2015, State Library of NSW with the assistance of Libraries Alive! for the Library Council of NSW. http://www.sl.nsw.gov.au/services/public_libraries/living_learning_libraries/index.html .

McCrindle, Mark, Australia’s Changing Household Landscape, 2013, http://www.mccrindle.com.au/australian- communities-blog/tag/baby_boomers/.

National Welfare & Economic Contributions of Australian Public Libraries, ALIA, 2013. https://www.alia.org.au/sites/default/files/Contribution%20of%20Australian%20Public%20Libraries%20Report.p df

Ontario Public Library Guidelines, 6th edition - For Municipal and County Libraries, Ontario Public Library Guidelines Monitoring and Accreditation Council, 2012. http://www.ontariopubliclibraryguidelines.ca/downloads/OPL%20Guidelines- Full%206th%20edition%20w.%20ammendments%20August%202013.pdf

People Places: A Guide for Public Library Buildings in New South Wales, Francis-Jones Morehen Thorp for the State Library of New South Wales, 3rd ed., June 2012. http://www.sl.nsw.gov.au/sites/default/files/people_places_0.pdf

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 89

Performance Outcome Measures for Public Libraries, Davis, D., Simpson, G., Stone, L. http://www.eventscribe.com/2015/ALA- Midwinter/presentationinfo.asp?presenter=47825&pres=80774&sessID=57074

Project Outcome, Measuring the True Impact of Public Libraries, Public Library Association, www.projectoutcome.org.

Project Outcome, Public Library Association (a division of the American Library Association), http://www.ala.org/pla/performancemeasurement.

Public Library Standards: A Review of Standards and Guidelines from the 50 States of the US, Hamilton-Pennell, C., Mosaic Knowledge Works, April 2003. http://www.cosla.org/membersOnly/clearinghouse/taxonomy.cfm?tag=73

Quality recommendation for public libraries, Ministry of Education and Culture, Finland, 2011. http://www.minedu.fi/export/sites/default/OPM/Julkaisut/2011/liitteet/OKM35.pdf?lang=en

Queensland public library standards and guidelines, State Library of Queensland, http://www.plconnect.slq.qld.gov.au/services/collection-management/policies/guidelines - Technology standard, revised April 2010. To provide minimum standards for the effective use of information and communications technology in Queensland public libraries.

Rewarding Reading, the training program for readers’ advisers, Libraries Alive! for the State Library of New South Wales. http://www.librariesalive.com.au/Rewarding_Reading.htm

Standards for New Zealand Public Libraries, Library and Information Association of New Zealand Aotearoa, 2004. http://www.lianza.org.nz/standards-new-zealand-public-libraries

The Library Dividend, SGS Economics for the State Library of Queensland, 2012. http://www.slq.qld.gov.au/__data/assets/pdf_file/0018/226143/the-library-dividend-summary-report.pdf

The Public Library Service: IFLA/UNESCO guidelines for development, Gill, P. et al, 2001. http://www.ifla.org/publications/ifla-publications-series-97

The Value of Outcome Measurement for Library Programs: An Overview of Project Outcome, Public Library Association (a division of the American Library Association), January 2016. https://www.projectoutcome.org/

Worth Their Weight, An Assessment of the Evolving Field of Library Evaluation, Imholz, S. and Weil Arns, J., Americans for Libraries Council, 2007. http://www.ala.org/research/sites/ala.org.research/files/content/librarystats/worththeirweight.pdf

National Welfare & Economic Contributions of Australian Public Libraries, ALIA, 2013. https://www.alia.org.au/sites/default/files/Contribution%20of%20Australian%20Public%20Libraries%20Report.p df

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 90

SUBJECT INDEX

An updated version of the index to Beyond a Quality Service, created by Libraries Alive!

community needs and aspirations, 22-24, A 34 Aboriginal people, see Indigenous Australians strategic community focus, 16-18 access to information, 12-15, 21-22, 29, 33-36, stronger and more creative communities, 37-38, 42-43, 50-51, 56-57, 80-82 83-84 accessibility computers, see also information technology, of collections, 35 42-44 of Internet, 41-42 copyright, 35 of websites, 45, 51 connected citizens, 79 accountability, 26 creative communities, see communities acquisition (technical services), see also cultural identity, 24 collections, 35 culturally diverse communities, 23 active membership, defined, 67 customer satisfaction, 58-59, 70-71 activities, see programs customer service principles, 12 adaptive technologies, 23, 43 customers, 22-24 adult literacy, 34, 39, 77-78 see also particular groups of customers or advocacy, 26 types of services: children’s services; age of collection, 66 culturally diverse communities; home ageing population, see older people’s services library services; Indigenous Australians; archival collections, see also digitisation; local older people’s services; people with studies collections, 36 disability; youth services asset management, 28-29 attendance, see programs; visits to libraries D data collection, 10, 31, 60, 75, 87 B public library statistics, 95 baseline target, defined, 62 design, see public libraries benchmarking, see performance management digital inclusion, 42-44, 80-81 and reporting digital literacy, 42-44 bookmobiles, see mobile libraries digitization, 24, 35-36 borrowers, see customers; members disability services, 22-23, 34, 40, 43, 48, 51 branch libraries, 47-49 disaster control plans, 35, 36 budgets, 28 diversity, see(culturally diverse communities buildings, see library buildings donations, 35, 36, 55 C E CALD (cultural and linguistic diversity) early years’ literacy, 15, 39, 77-78 communities, 22-23, 40 economic development, 85-86 Catalogues, 35-37, 51, 57 enhanced target, defined, 62 Cataloguing, 35 electronic resources, 33, 65 children’s services, 23, 39-40, 45, 54 ESL (English as a second language) material, 34 circulation (loans) per capita, 69 evaluation, see also customer satisfaction; clients, see customers performance management and reporting, 31- collection development, see collections 32, 41, 73 collections, 33-36 events, see programs policies, 34-35 expenditure, 13, 28, 62, 64, 95, 96 communication, see marketing communities community engagement, 79

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F library programs, see programs family history, see also local studies collections, library software, see software 36, 66 library staffing, see staffing financial management, 28-29 library systems (technology) see information freedom of access to information, see also technology accessibility, 33-34 lifelong-learning, 77-78 funding for public libraries, 13-14, 55 literacy, see adult literacy; digital literacy; early furniture and fitout, see library buildings years’ literacy literacy in Australia, 15 G loans (circulation per capita), 69 genealogy, see family history local government, 13-14, 49, 72 governance, 25-26 local studies collections, 24, 36, 56, 66 guidelines, 8-10, 19-59 list of, 6 M management and operations, see also policies, H 25-32 hidden membership, 67 marketing, see promotion home library services, 27, 50, 68 materials (library materials), see collections I members, defined, see also customers, 67 Indigenous Australians, 8, 23, 39, 40, 56 membership, 21, 27, 67 information services, 37-38 methodology, 9-10 information technology mobile libraries, 12, 49-50, 68 adaptive technologies, 23, 43 mobility, lack of see accessibility; home library Internet computers, 42-44 services; people with disability technology management, 29-30 multicultural services, see CALD communities; informed citizens, 79 culturally diverse communities intellectual freedom, see freedom of access to N information National and State Libraries Australasia, 8, 9, intellectual property, see copying and 10, 11, 62, 95 copyright non-resident membership, defined, 67 interlibrary loan, 34, 36, 37 Internet, 42-44 O acceptable use policy, 27 older people’s services, 23 access to, 42, 70 online information, see electronic resources; customer training, 43 Internet safe use of, 42 opening hours, 51-52 workstations provided, 42, 66 operations, see management and operations outcome measures, 9, 72-87 J joint use libraries, 70 P partnerships, 24, 56-57 L patrons, see customers languages other than English (LOTE) material, people with disability, 23 see ESL material performance management and reporting, 27- legislation, 14 28, 53-54 library buildings, 29, 45, 47-49 personal development, 82 library management, see management and places and spaces, 45 operations planning, 22-23, 25-26, 27 library management systems (LMS software), policies, 27 see also information technology, 29 collection development, 34-35 library materials, see materials (library conditions for use of library, 27, 48, 58 materials) home library services, 27, 50 library patrons, see customers Internet use and Acceptable use, 27, 42 library policies, see policies multicultural services, 23-24

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promulgation of, 27 staffing, see also staff training; volunteers, 27- on volunteers, 27, 57 28, 53-54, 63-64 staffing, 28, 53-54 employment conditions, 28 technology management, 29 minimum numbers, 53-54, 63 printers, 42, 55 qualified staff numbers, 64 procurement, 35 standards, 8-10, 60-71 professional development, see staff training list of, 7 programs, 39-41 state/territory libraries, 12-14 design and development, 40 statistics, see data collection targeted services, 40 stock, see collections promotion, 30-31 Story Time, see children’s services public libraries stronger communities, see communities administration and funding, 13 T Australian public libraries, 12 targets (performance targets), 10, 61-62 as ‘place’, see also visits to libraries, 45 technical services, see also collections, 35 design, 45 technology, see adaptive technologies; Public Library Manifesto, 12, 94 information technology Statistics, 12, 95-99 technology management, 29-30, 42-43, 51 trends and environment, 14-15 territory libraries, see state/territory libraries value to the community, 12-13 Torres Strait Islanders, see Indigenous public relations, 30-31 Australians purpose of standards and guidelines, 8 trends in library services, 14-15 Q turnover of stock, 69 qualified staff, see also staffing, 53-54, 64 U R universal access, see also access to information readers’ advisory services, 37-38 21-22 reference services, 37-38 V S value of libraries, 12-13 satisfaction with library services, see customer visits to libraries, 68 satisfaction attendance at events or programs, 69 seniors, see older people’s services website visits, 68 staff training, 53-54 volunteers, 27, 39, 41, 54-57, 63, 89 in cultural awareness, 58 W in customer service, 58 websites, 51, 68 in digital literacy support, 43 accessible design, 45, 51 in disability issues, 58 visits to, 68 for home library service delivery, 50 wellbeing, 82 in program delivery, 40-41 wifi, 42-44, 70 for information and reference services, 38 workforce development, 85-86 for mobile library staff, 50 professional qualifications, 53-54, 64 Y skills for locals studies services, 36 young people, see youth services youth services, 23

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APPENDIX 1. AUSTRALIAN GUIDELINES AND THE PUBLIC LIBRARY MANIFESTO

The following key missions described in the 1994 Public Library Manifesto relate to information, literacy, education and culture that should be at the core of public library services. These missions are referenced in the 2016 Guidelines, Standards and Outcome Measures for Australian Public Libraries as follows.

Public library mission Guideline(s) Creating and strengthening reading habits in children from an early age G7 G9 O1 Supporting both individual and self-conducted education, as well as formal G7 G9 G11 O1 education at all levels* Providing opportunities for personal creative development G7 G9 O1 O4 Stimulating the imagination and creativity of children and young people G7 G9 O1 Promoting awareness of cultural heritage, appreciation of the arts, scientific G7 G9 O5 achievements and innovations Providing access to cultural expressions of all performing arts G7 G9 O5 Fostering inter-cultural dialogue and favouring cultural diversity G9 O2 O5 Supporting the oral tradition G9 O5 Ensuring access for citizens to all sorts of community information G8 O2 O4 Providing adequate information services to local enterprises, associations and G8 O2 O4 interest groups Facilitating the development of information and computer literacy skills G9 G10 O3 Supporting and participating in literary activities and programs for all age groups G9 O1 * Australian public libraries do not have an explicit role in ‘formal education’ from kindergarten to school and post-school study. However, public libraries do provide resources, facilities, programs and places that directly support people undertaking formal education.

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APPENDIX 2. AUSTRALIAN PUBLIC LIBRARIES STATISTICAL DATA 2011-12 TO 2013-14

NSLA has published annual statistics on Australian public library usage, activities and service offerings since 1996-97. The following tables summarise the library data against key indicators from 2011-12 to 2013-14. The maximum figure reported each year is shaded purple and the minimum figure is shaded yellow. This data is used to inform the library standards presented in this report.

S1. Library expenditure per capita per annum (excluding library materials)* State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 $28.90 $41.11 $39.82 $37.48 $63.45 $39.86 $30.99 $39.53 $39.09 2012-13 $30.23 $41.37 $38.29 $36.17 $62.95 $40.53 $31.28 $39.03 $38.89 2013-14 $29.46 $41.99 $46.48 $37.93 $53.87 $42.63 $31.42 $41.27 $39.18 Average $29.53 $41.49 $41.53 $37.20 $60.09 $41.01 $31.23 $39.94 $39.05 % change 2011-12 to 2013-14 1.9% 2.2% ** 1.2% -15% 6.9% 1.4% 4.4% 0.2% Trend Î Î ** Î ÐÐ Ï Î Ï Î * Figures in this table have not been adjusted for inflation (approx. 1.5% per annum). ** The 2013-14 increase in NT library expenditure per capita is primarily due to more accurate reporting of expenditure.

Library expenditure per capita per annum (excl. library materials) 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Forward estimate (adjusted for inflation) $39.18 $39.76 $40.36 $41.17 $42.09 $43.15 Estimated inflation rate (RBA) 1.5% 1.5% 2.0% 2.25% 2.5%

S2. Number of staff members FTE per 10,000 population State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 2.64 3.23 4.22 3.30 4.45 n/a 3.00 4.47 3.34 2012-13 2.74 3.13 3.94 3.20 4.34 n/a 2.95 4.08 3.30 2013-14 2.58 3.12 3.91 3.11 4.44 n/a 3.01 4.03 3.29 Average 2.65 3.16 4.02 3.20 4.41 n/a 2.99 4.19 3.31 % change 2011-12 to 2013-14 -2.4% -3.6% -7.2% -5.5% -0.3% n/a 0.3% -9.7% -1.5% Trend Î Ð Ð Ð Î n/a Î Ð Î

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 95

S3. Number of qualified staff members FTE per 10,000 population State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 0.94 1.14 1.02 0.86 0.73 n/a 1.12 1.23 1.05 2012-13 0.97 1.12 0.96 0.81 1.29 n/a 1.18 1.20 1.09 2013-14 0.91 1.10 0.69 0.75 1.29 n/a n/a 1.18 1.02 Average 0.94 1.12 0.89 0.81 1.10 n/a 1.15 1.20 1.05 % change 2011-12 to 2013-14 -3.5% -3.1% -32% -12% 76% n/a n/a -3.9% -2.4% Trend Ð Ð ÐÐ ÐÐ ÏÏ n/a n/a Ð Î

S4. Library materials expenditure per capita per annum* State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 $7.05 $4.45 $5.11 $6.61 $5.65 $4.59 $6.15 $4.58 $5.46 2012-13 $6.47 $4.47 $4.89 $6.71 $5.70 $4.58 $6.09 $5.41 $5.55 2013-14 $4.72 $4.35 $4.31 $6.60 $5.54 $4.56 $5.92 $6.16 $5.48 Average $6.08 $4.42 $4.77 $6.64 $5.63 $4.58 $6.05 $5.38 $5.50 % change 2011-12 to 2013-14 -33% -2.4% -16% -0.1% -1.9% -0.6% -3.7% 35% 0.5% Trend ÐÐ Î ÐÐ Î Î Î Ð ÏÏ Î * Figures in this table have not been adjusted for inflation (approx. 1.5% per annum).

Library materials expenditure per capita per annum 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Forward estimate (adjusted for inflation) $5.48 $5.56 $5.65 $5.76 $5.89 $6.04 Estimated inflation rate (RBA) 1.5% 1.5% 2.0% 2.25% 2.5%

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 96

S5. Number of collection items per capita State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 2.0 1.9 1.2 1.7 2.4 1.3 1.6 1.8 1.8 2012-13 2.0 1.8 1.6 1.6 1.8 1.4 1.7 1.7 1.7 2013-14 1.6 1.8 1.6 1.5 2.2 1.4 1.6 1.6 1.7 Average 1.88 1.82 1.48 1.61 2.15 1.36 1.62 1.71 1.73 % change 2011-12 to 2013-14 -20% -4.0% 34% -8.6% -7.1% 3.2% -5.0% -8.3% -5.8% Trend ÐÐ Ð ÏÏ Ð Ð Ï Ð Ð Ð

S6. Age of collection (% of collection published in the past five years) State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 60.0% 48.7% 50.0% 75.0% 39.0% 52.3% 55.0% 55.9% 55.3% 2012-13 62.0% 49.4% 43.8% 81.0% 42.0% 50.2% 60.0% 56.7% 58.3% 2013-14 63.3% 51.3% 50.6% 85.0% 43.0% 54.7% 61.9% 60.3% 60.4% Average 61.8% 49.8% 48.1% 80.3% 41.3% 52.4% 59.0% 57.6% 58.0% % change 2011-12 to 2013-14 5.5% 5.3% 1.2% 13% 10% 4.6% 13% 7.9% 9.3% Trend Ï Ï Î ÏÏ ÏÏ Ï ÏÏ Ï Ï

S7. Internet computers per capita State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 2.0 4.2 3.8 4.9 5.7 10.1 3.9 3.6 4.4 2012-13 2.4 4.1 4.3 5.0 5.6 10.6 4.0 3.5 4.4 2013-14 2.4 4.3 5.3 5.0 5.6 10.7 5.6 3.8 4.9 Average 2.3 4.2 4.5 4.9 5.6 10.5 4.5 3.6 4.6 % change 2011-12 to 2013-14 16% 3.4% 40% 1.6% -1.7% 6.2% 41% 6.2% 11.5% Trend ÏÏ Ï ÏÏ Ï Ð Ï ÏÏ Ï ÏÏ

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 97

S8. Membership as a percentage of population State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 61% 44% 34% 44% 54% 27% 45% 41% 44% 2012-13 54% 43% 34% 44% 51% 26% 45% 41% 44% 2013-14 58% 41% 32% 43% 53% 25% 19%* 41% 42% Average 58% 43% 33% 43% 53% 26% n/a 41% 44%* % change 2011-12 to 2013-14 -5.6% -6.1% -6.4% -2.3% -2.0% -8.8% n/a 0.6% -4.4% Trend Ð Ð Ð Î Î Ð n/a Î Ð * From 2013-14 Victoria narrowed its definition to ‘active’ membership, which only records registered members who borrowed a physical collection item in the previous 12 months. Victoria’s 2013-14 figure has been excluded in calculating the national average.

S9. (Physical) Customer visits per capita per annum State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 5.2 4.8 4.3 4.5 6.7 6.0 4.9 4.1 4.9 2012-13 5.1 4.7 4.4 4.6 6.5 6.1 5.0 4.0 4.9 2013-14 5.4 4.6 4.1 4.7 6.3 6.4 4.9 4.0 4.8 Average 5.3 4.7 4.3 4.6 6.5 6.2 4.9 4.0 4.8 % change 2011-12 to 2013-14 3.4% -3.4% -5.4% 3.8% -5.1% 6.2% -0.8% -4.1% -1.4% Trend Ï Ð Ð Ï Ð Ï Î Ð Î

S11. Circulation (loans per capita per annum) State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 8.2 6.5 4.3 8.7 10.2 9.3 9.1 6.7 8.0 2012-13 8.3 6.3 4.2 8.1 9.9 8.8 8.5 6.2 7.5 2013-14 7.9 6.0 4.3 7.9 9.5 8.5 8.3 6.2 7.3 Average 8.1 6.3 4.3 8.2 9.9 8.8 8.6 6.4 7.6 % change 2011-12 to 2013-14 -4.1% -7.7% -1.5% -9.3% -6.5% -8.7% -9.4% -7.4% -8.4% Trend Ð Ð Î Ð Ð Ð Ð Ð Ð

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 98

S12. Turnover of stock (loans per collection item) State / Territory Year ACT NSW NT QLD SA TAS VIC WA Australia 2011-12 4.1 3.5 3.5 5.1 4.3 7.0 5.6 3.8 4.5 2012-13 4.1 3.4 2.7 5.0 5.3 6.3 5.1 3.6 4.4 2013-14 4.9 3.4 2.6 5.1 4.3 6.2 5.3 3.8 4.4 Average 4.4 3.4 2.9 5.1 4.6 6.5 5.3 3.7 4.4 % change 2011-12 to 2013-14 20% -3.9% -27% -0.8% 0.7% -12% -4.6% 1.0% -2.7% Trend ÏÏ Ð ÐÐ Î Î ÐÐ Ð Î Î

Other standards As yet, there is no national collection or publication of data from public libraries against:

S10 Website visits per capita per annum S14 Internet downloads per capita per annum S15 Customer satisfaction.

National data on S13 Program attendance per capita per annum has been captured for the first time in 2014/15 and will be published in future releases of the NSLA’s Annual Public Libraries Statistical Report.

Guidelines, Standards and Outcome Measures for Australian Public Libraries, July 2016 Page 99

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. For more information visit creativecommons.org/licenses/by-nc-sa/4.0

Guidelines, Standards and Outcome Measures for Australian Public Libraries

Canberra ACT, Australian Library and Information Association, July 2016 www.alia.org.au Library Services Review: Research & Analysis

May, 2008

Swan City Council

Swan Library Services Review: Research and Analysis

Executive Summary

PURPOSE OF THE STUDY

This study forms part of the City of Swan’s ongoing commitment to continuous improvement through the structured review of services. The study is intended to ensure that the City of Swan Public Library Service is efficient, effective and meets community need, and most importantly, that it supports the strategic direction of the City of Swan. This Study forms PART A of the scope of works and is informed by analysis of data, broad consultation and research. PART B will be to develop a three (3) year Business Plan for the Library based on the outcomes of this review and the identification of strategic directions for the Library Service.

TRENDS AND INFLUENCING FACTORS

The vital contribution of public libraries to social capital and to the education and economic development of communities is recognised across the developed world. A survey of the library literature and case studies show that increased community engagement is a critical success factor in library service provision across a range of target groups. The development of innovative partnerships to support outreach and programming in several libraries has made a significant difference in communities. There has been a trend towards libraries becoming more involved in community development and in developing strategies to build more cohesive and inclusive communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes. There has also been a significant trend in libraries contributing extensively to lifelong learning in the community through formal and informal programs and in partnership with other agencies. The narrow role of libraries as book repositories and lending libraries has expanded into an appreciation of the role that the library can play as a community hub.

Most people now have high expectations, not just of libraries, but also of services generally. They bring their experiences of other buildings – notably retail and entertainment – into the library with them. The need for visual appeal has led to a ‘retail’ approach in public libraries. Many lessons learned from supermarket design have been successfully applied to libraries. These trends provide an opportunity for Swan to provide more attractive and functional library space.

STRATEGIC ALIGNMENT AND ROLE

Overall, it is considered that the Library Service is strategically aligned to both the State and the City of Swan Council strategic directions. The library service is currently running effectively and efficiently, however, there is a strong operational focus and there is a need for a more strategic planning approach within the library.

The Library’s role in delivering on Council’s objective to “increase levels of social and cultural interaction and inclusion to develop a collective sense of belonging within the community”1 needs to be more clearly understood by staff, particularly in relation to how this objective is translated at the strategic and operational level. In particular, there is a need for a stronger understanding of the Library’s role in lifelong learning and a need for a more strategic and creative approach to delivering on this outcome. Relevant case studies and models need to be more closely examined for application within the Swan Libraries context.

There is also an opportunity for the Library Service to work more closely with Place Managers and key agencies to identify ways that the Library can play a stronger role in delivering on identified community and learning outcomes.

1 City of Swan Corporate Plan 2007-2010

Final i Job No 73262 Swan Library Services Review: Research and Analysis

x Leadership and Strategy

As noted there is a need for a more strategic approach to service delivery in the Library Service. The City of Swan Library Service has been recognised in past years as an industry leader and has had the benefit of innovative thinking and inspired leadership. Currently, strategic planning for whole of service is impeded by an operational focus. There is a need for a clearly articulated vision and strategic objectives for the library service and an integrated plan that cascades to the delivery of services at the operational level.

It will also be necessary to revisit the structure of the Library Service and role statements to ensure strategic leadership and a stronger focus on strategic outcomes. Branch Librarians are underutilised in the current structure. Assistant Librarians could do the day to day running of the branches and Branch Librarians could take a broader service role, particularly in relation to the delivery of strategic outcomes, such as learning and information literacy development.

The skills mix of the Library should also be re-examined in light of the competencies that will be required into the future for the effective delivery of library services. A workforce plan will need to be developed for the next three-year period including a skills audit to determine the current situation. This will also need to be supported by a staff training plan.

RESPONSIVENESS TO COMMUNITY NEED

The Library has shown evidence of effective market research to identify the needs of users. This will need to be an ongoing strategy through a range of mechanisms. Additional work will be required to identify the needs of non-users, and in particular the 18-35 year group. It is noted that the City of Swan has recently appointed consultants to undertake a non-user survey. An area for further attention is the development of community profiles to assist in stock selection and collection content. These profiles should be developed in consultation with Place Managers.

Library programs and services will need to be further tailored to match these community profiles especially for those catchments that have significant indigenous and multicultural population densities.

BUSINESS PERFORMANCE AND BENCHMARKS

Benchmarking Summary

The City of Swan Library Service consists of six (6) branch libraries and services a population of approximately 97,000 people as at 2006/07. In 2006/07, Swan recorded a total of 39,650 members, representing the second largest ratio of registered borrowers per capita (40.7%) compared to many of the selected benchmarked libraries. However, this also indicates that the library has a significant market opportunity with 59.3% of the resident population not currently registered to use the library.

Within the selected benchmarks, the library service reported the second highest level of library material per capita (2.18) and the third highest issues per head of population (7.95 issues per head of population).

Comparatively, the library service holds above average levels of library stock but reported the second lowest level of stock turnover (3.64 issues per item of lending stock). This indicator suggests that there is a need to look closely at the collection and its relevance to the community and the need to review the collection on an ongoing basis, using turnover rates, user feedback as well as demographic data of catchment areas. This will ensure that the collection remains fresh and inviting and meets the needs of various target groups, including older persons/persons with a disability, children, families and youth.

Final ii Job No 73262 Swan Library Services Review: Research and Analysis

The service has higher numbers of FTE qualified staff resulting in lower levels of population served per qualified staff member. Additionally, the service has higher numbers of FTE staff but recorded above average level of population served per FTE staff member compared to many of the benchmarked libraries. Consideration should be given in the development of a forward workforce plan to changing the mix of qualified and unqualified staff to meet demands for services. The appropriate mix should be determined in conjunction with the identification of competencies required to deliver on the Library Strategic Plan. Consideration could also be given to implementing delivery of library services through the increased use of self-check technology across all branch libraries in City of Swan. For those libraries that have self- check technology, there are opportunities to further promote patron usage of self-check technologies so that library staff are able to focus on customer service by being available on the floor.

It is important that meaningful measures are in place and that standards drive and maintain quality services. In the past, much of the data collected by public library staff has related to inputs and outputs, which provide workload indicators rather than measures linked to outcomes. Measures and standards need to be meaningful. For example, turnover of stock in different categories, the levels of literacy in the community, and engagement levels with the community need to be measured.

Business Performance Summary

The most significant finding from the business performance analysis was the need to critically review the model of service provision in relation to Guildford Library. In 2006-07, the average operating cost per issue across all branches was $3.99 with Bullsbrook having the lowest cost of $3.25 and Guildford the highest cost of $4.65 a difference of $1.40 (43.2%) per issue with declining visits (down 5.4%).

All branches experienced an increase in the cost per issues ratio in 2007-08, with total budgeted operating costs increasing by $946,696 (30.1%). Guildford again has the highest cost per issue at $6.00, an increase of 29.1% on 2006-07, and $1.78 more than Bullsbrook, which had the joint lowest cost per issue of $4.22. Guildford is again the highest costing branch and the difference between its costs and those of Midland appears to be increasing. In 2006-07 costs were $0.05 per issue (1.1%) more than Midland (the second highest cost branch) by 2007-08 this difference has increased to $0.92 (18.2%) per issue despite Midland remaining the second highest costing branch.

For the 2006/07 period, approximately 40,000 members were registered in the City of Swan, equating to a ratio of 41.0% members per capita. However it should be noted that non-resident registration accounted for, on average 26.9% of total council registration in the City of Swan, with the highest proportion of non-resident registrations recorded at Midland, Altone Park and Ballajura Libraries.

Analysis of turnover of stock shows that there is an opportunity to review the product mix in the libraries in relation to needs at the local level, particularly the ‘adult’ and ‘junior non- fiction collections’, which are experiencing a downturn internationally in public libraries. It is recommended that the collection mix at branches should be reviewed using utilisation and turnover data, customer feedback and demographic data.

SERVICE DELIVERY MODEL

Existing Service Delivery Model

Six libraries and a virtual library currently serve the City of Swan. This includes 2 joint use libraries with the Education Department. The Swan library service model shares characteristics of a centralised and decentralised model. From an administration perspective, the model is centralised. Administration, and some human resource management and collection development occur centrally through Midland and the Midland Library houses the reference collection and a larger number of librarians and processing staff. However, from an infrastructure perspective, the model is decentralised. The relative size of the libraries is characteristic of a decentralised model with all libraries between 280 and 1350 sqm. There are also several backroom functions occurring at each branch library

Final iii Job No 73262 Swan Library Services Review: Research and Analysis

with the collection being delivered from State Library of Western Australia to individual branches reinforcing the decentralised nature.

The Midland, Ellenbrook and Ballajura Libraries are the best-located libraries relative to the site criteria, reflecting their location close to major shopping centres. The Altone Park Library is located outside (but still proximate) to commercial centres with other community facilities and open space. Guildford is in close proximity to Midland (3.6 kms) and although sited in a historic building on the main street of Guildford visibility is poor. Ellenbrook and Bullsbrook libraries are joint libraries with the Department of Education. Ellenbrook is the newest library and has incorporated elements of library best practice in design and service delivery.

Preferred Service Delivery Model

The role of libraries and their relationship with users is constantly changing. A dynamic technological environment, along with increasing pressures on financial and staffing resources, significant population growth and changing demographic and social trends necessitates the development of a sustainable and cost-effective service delivery model for the future to retain the relevance of the library service.

It is seen that, with the exception of Guildford, the existing model of library service delivery is an appropriate model to deliver library services in the City of Swan. An examination of Best Practice and population projections has shown that the preferred strategy is a scaleable model of service delivery, providing hubs at Ellenbrook and Midland Libraries for more extensive service delivery (including additional space and larger collections) and to provide targeted services to meet the needs of communities in the other branch catchments in accordance with branch profiles. This can readily be accommodated within a place based approach.

Midland Library

Although staff were generally of the view that the Midland Library needed to be re-located as a matter of priority, it is our considered view that the facility is well located and, with some spatial redesign, could well serve the needs of the community for the next 10 years. Midland Public Library is currently approximately 1,350sqm in size. Benchmarks indicate future space requirements of between 1,061 to 2,361sqm by 2021 which would require an expansion of up to 1,000sqm. Longer term some consideration may need to be given to identifying a location to provide additional space to meet population projections in the catchment, which is expected to attract an additional 18,581 over the next 15 years.

Ellenbrook Library

Consideration will need to be given to the longer-term space needs at Ellenbrook Library which is approximately 1,249sqm in size. The library currently has adequate space to meet community requirements though the school will be extended in 2010 to include senior students. This will place increased pressure on the library and will require an expansion to meet the additional demand. Benchmarks indicate future space requirements of between 901-1,850sqm for the public library by 2021.

Guildford Library

Given the level of use, relative cost and proximity to Midland Library, the preferred solution for service delivery in the Guildford area would be for a tailored model of service delivery in partnership with another provider, such as the Tourist Information Centre. A “just in time” or “Library Lounge Room” model would work well in this context. Alternatively, Council could choose to close the facility, however, it should be noted that there is a relatively older population in this area and it may be more expedient to re-

Final iv Job No 73262 Swan Library Services Review: Research and Analysis

package the service. If the Library is re-located or closed, consideration could be given longer term to the re-location of the Local History service to the premises currently occupied by the Library to provide additional space in the Midland Library.

Ballajura Library

Ballajura Public Library is approximately 890sqm in size. Public space within the library is adequate after the extension in 2001. The library has, however, had limited workspace to meet the requirements of staff and storage space is also an issue. Benchmarks indicate future space requirements of between 483-977sqm by 2021 indicating that the library will not require an expansion in the next 15 years. The most significant opportunity at Ballajura Library is for increased integration with co-located facilities existing at Ballajura.

Bullsbrook Library

Whilst the Bullsbrook facility is currently adequate to meet the needs of the small population in the catchment, any planning for a community centre in Bullsbrook should include the consideration of the library. The Bullsbrook area is growing, placing space pressure on the library. The back area of the library is quite small with constraints on storage. Benchmarks indicate future space requirements of between 205-308sqm by 2021.

Altone Park Library

Altone Park Library is approximately 890sqm in size. The library has adequate room to meet the requirements of the community due largely to it being co-located with the recreation centre. This provides access to meeting rooms and additional space for programming. The library has sufficient space for the collection and certain sections such as the video collection could be rationalised if additional space was required. Benchmarks indicate future space requirements of between 638-1,313sqm by 2021, which would require an expansion of up to 350sqm.

Extending the model

Opportunities for the provision of unmanned dispensing machines potentially located in high pedestrian traffic areas such as train stations or shopping centres, or in partnership with other providers such as cafes and bookshops should also be explored.

POTENTIAL SERVICE IMPROVEMENTS

x Opening Hours

All Swan libraries are open Monday to Saturday lunchtime with late night opening with Ellenbrook offering Saturday afternoon and Sunday opening. The virtual library and its electronic resources are accessible at all times. There has been some recent adjustment of opening hours for Swan Libraries, which has assisted in better covering the spread of opening hours, but there is a need to further critically examine existing usage patterns during hourly time segments for each service point. The examination should not be constrained by the existing service offered. Best Practice models have shown that the extension of opening hours to Sundays, especially of the larger hub libraries, results in increased utilisation, particularly from the non-users and family groups. Some further examination of user preferences may also be required to determine the most effective spread of opening hours, taking into account budget constraints and changes in community behaviours in relation to accessing services.

x Technology

While the City of Swan does have some smart technology in the form of self-check terminals, there is relatively low take-up of this service by library users and some operational issues exist that are currently preventing this service being optimised. All of the libraries record low integration of other technology including dispensing machines, self-help desks, quick use computers, wireless technology, TVs, Play Stations, ports for laptops and wireless networks.

Final v Job No 73262 Swan Library Services Review: Research and Analysis

x Space management and arrangement of collections and services

Although the Midland Library records the highest usage and, is the largest branch its inefficient use of space impacts on service delivery. Re-committing to and further investment in existing self check technology would reduce the need for large circulation counters and allow for optimum use of existing library space. Internal layouts of branch libraries need to better reflect successful merchandising strategies with redevelopment of spaces for tailored audiences, a commitment to redeveloped service desk areas, and a retail approach to book display and arrangement. Greater flexibility and the creation of dynamic internal spaces with good professional signage across the library service will generate interest and inspire return visits. Joondalup Library provides a successful case study for significant increase in utilisation after the introduction of themed collections attractively displayed.

x Process improvement

Library processes have been well refined over the years, particularly in the areas of stock lending and associated procedures. There are opportunities, however, to streamline the procurement of stock with local funds through the implementation of Supplier Assisted purchasing and processing for all locally purchased stock. Consideration should also be given to aggregating funding to obtain better discounts and reduced processing costs. This could be done through participation in State-wide tender processes or through co- operative purchasing with other large library services. A commitment also needs to be made to minimal processing of new State Library stock to release staff from back of house tasks to enable a more strategic and integrated Council / Library service delivery.

x Local History Service

Consideration should be given to the longer-term delivery of the Local History service, and the future need to transfer records to digital format so that they can be shared more widely. Space constraints at Midland Library in the future may well drive the need for the re-location of this service, potentially to Guildford Library if that space becomes available.

A more pro-active approach will also be required to use new medias to facilitate content creation of social history at the local level and to assist local families, communities and organisations to capture and share their stories, as well as ensure accessibility for future generations.

x Partnerships

The City of Swan Library Service has led the way in many respects in relation to the development of strategic partnerships around the delivery of infrastructure. This is evidenced by the provision of the joint library services. However, it was clear during the consultation that there is a need for a stronger maintenance model for the partnerships to ensure that Council’s outcomes are met adequately. The current situation at Ellenbrook as regards access to technology by the community could be improved and the partnership protocols need to be re-addressed at the State and local level to ensure the community’s needs are met.

It was also seen that although there has been a history of strong partnerships in the development of infrastructure, there is an opportunity to develop closer links with schools and other learning providers and other relevant groups and agencies. The library can play a role as a broker and facilitator of projects anchored in the library. There are opportunities for the Swan libraries to link in more effectively with other groups, agencies and government departments. Further internal partnering in the provision of services and programs should also be developed, and opportunities to provide selected Council services from branch libraries should also be further investigated.

There is also a need for increased planning for the integration of services and activities at the business planning stage and these opportunities to co-locate services and activities and integrate these with library services should be identified and forwarded through the

Final vi Job No 73262 Swan Library Services Review: Research and Analysis

existing Council planning processes. The existing policy of maximising co-location and partnership opportunities needs to be continued to ensure cost effective and efficient delivery of integrated services to the Swan community.

x Marketing and Branding

To retain relevance, libraries will be required to adapt to new technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Too often, people consider the local public library as a recreational resource and the educational or informational role is secondary or overlooked altogether. Libraries will need to rethink their traditional mainstay, the circulating collection. The concept of reading is changing: the cultural weight is more on visual/factual information in a variety of formats and less on reflective/entertaining book-oriented activity. More work needs to be done on the brand, or offer of the library service. It will become increasingly important to attract and remain relevant to younger users and to meet the needs of an increasing aged population.

Signposting (internal and external) across the Library Service generally needs to be addressed. Overall, there is a need for an integrated marketing and branding strategy.

Recommendations

STRATEGIC ALIGNMENT AND ROLE

1. Investigate opportunities for Swan Branch Librarian participation in community planning, place planning, social planning committees and community development programs to ensure library participation in and connection to community development and community engagement in the City of Swan;

2. Further clarify and develop the role and function of the Library in delivering on Council’s objective for lifelong learning;

a. Develop a community lifelong learning action plan that includes an audit of what is currently happening across the City;

b. Develop a coordinated and strategic approach to lifelong learning across the City using successful models such as Hume City Council (Vic), and Thuringowa City Council (Qld) as guides;

3. Develop a revised library structure that will enable the strategic direction of the Library Service, including an increased focus on strategic leadership and strategic outcomes, optimum use of professional staff, and an appropriate skills mix;

4. Develop a workforce plan for the next three – five year period identifying roles, levels and skills required that includes a skills audit to determine the current workforce situation;

RESPONSIVENESS TO COMMUNITY NEED

5. Put in place an ongoing process to identify the needs and perceptions of users and non- users, through a range of formal and informal market research methods;

6. Develop branch community profiles and collections needs analysis in consultation with Place Managers to better inform the selection of collections targeted to community needs;

7. Develop targeted programs and community learning opportunities that meet community needs, especially for those catchments that have identified multicultural and indigenous population catchments;

8. Develop short term and long term strategies to meet the current and future service demands of an ageing population;

Final vii Job No 73262 Swan Library Services Review: Research and Analysis

BUSINESS PERFORMANCE AND BENCHMARKS

9. Conduct further research into reasons for non-use of the library, lapsed users, use of the library for purposes other than lending, and alternative information sources, and develop a strategy to attract increased use of Library services (It is noted that the City of Swan has recently appointed consultants for this work);

10. Using profiles of local collection needs and turnover rates, review the current collection and its relevance in local communities and make recommendation for changes in the collection mix and content, within the context of proposed changes to the State-wide collections model;

11. Develop performance indicators linked to the strategic outcomes identified for the Library Service and review and develop existing performance indicators;

SERVICE DELIVERY MODEL

12. Retain the existing model of service delivery with service delivery tailored to local needs at the Midland, Ellenbrook, Altone Park, Ballajura and Bullsbrook Libraries;

13. Consider options for the Guildford Library, including: a. Provision of a “just in time” tailored service in co-location with another provider; b. Closure of the Library and withdrawal of library services from Guildford; c. Future use of the existing Guildford Library as a Local History Centre.

14. Investigate opportunities for improved integration between library and community facilities in Ballajura;

15. Engage with community centre planning to optimize library service delivery in Bullsbrook and identify the cost/benefit of relocating the library into the proposed community centre;

16. Review of the function of the Midland Library regarding the education precinct (MRA Rail Workshop area) as determined in the Midland Place plan;

17. Investigate opportunities for unmanned dispensing machines potentially located in high pedestrian traffic areas such as train stations or shopping centres, or in partnership with other providers such as cafes and bookshops;

POTENTIAL SERVICE IMPROVEMENTS

18. Undertake a detailed analysis of opening hours and usage patterns to assess where activity and efficiency is lowest and determine the most appropriate spread of opening hours taking into account national trends in service provision and community input;.

19. Develop an integrated Technology Plan, including a digital strategy in consultation with Council’s Information Technology section and the State Library of Western Australia;

20. Redevelop library spaces and collection layouts taking into consideration trends in themed collections, retail merchandising, trends in desk design and relevant case studies such as Joondalup Library (WA), and the Baulkham Hills Shire Library (NSW) and the Brisbane City Library (Qld);

21. Investigate and implement the most cost-efficient model to procure local stock including the exploration of linking into State-wide or other co-operative initiatives to maximise buying power;

22. Minimise additional processing to State–wide stock ensuring labour is maximised to delivery on Library strategic outcomes;

Final viii Job No 73262 Swan Library Services Review: Research and Analysis

23. Consider strategies for the provision of the Local History service longer term, including location, priorities for digitisation and the use of technology to capture social history in the City of Swan;

24. Develop an integrated marketing and branding strategy that includes external and internal signage, marketing of the library and promotion of the virtual library;

PARTNERSHIP OPPORTUNITIES

25. Investigate potential partner tenants for a new community centre in Bullsbrook, including partners related to community health and occasional care for children;

26. Identify partnership opportunities for the community-learning network with service providers such as formal tertiary partners, University of the Third Age and other community organisations;

27. Continue to identify opportunities to co-locate services and activities, ensuring that planning within the Swan library service is aligned with Council directions;

28. Investigate opportunities to partner with neighbouring libraries in the delivery of services, particularly in the areas of staff training and development;

29. Develop a stronger maintenance model for infrastructure partnerships to ensure that Council’s outcomes are met adequately, and in particular resolve the use of technology by the community at Ellenbrook Library.

Final ix Job No 73262 Swan Library Services Review: Research and Analysis

Table of Contents

EXECUTIVE SUMMARY ...... I RECOMMENDATIONS ...... VII TABLE OF CONTENTS...... X 1. INTRODUCTION ...... 1

1.1 PROJECT BACKGROUND ...... 1 1.2 PURPOSE OF THE STUDY ...... 1 1.3 REPORT STRUCTURE ...... 1 2. STRATEGIC CONTEXT ...... 2

2.1 RELEVANT LEGISLATION AND POLICY ...... 2 2.1.1 LIBRARY BOARD OF WESTERN AUSTRALIA ACT 1951 ...... 2 2.1.2 FRAMEWORK AGREEMENT ...... 2 2.2 STRATEGIC PLANNING ...... 3 2.2.1 CITY OF SWAN CORPORATE PLAN 2007-2010 ...... 3 2.2.2 CITY OF SWAN – ANNUAL BUSINESS PLAN 2007/08 ...... 3 2.2.3 CITY OF SWAN – ANNUAL REPORT 2006 – 2007 ...... 4 2.2.4 CITY OF SWAN BUDGET 2007/08 ...... 4 2.2.5 CITY OF SWAN - DRAFT STRATEGIC PLAN ...... 4 2.2.6 PLACE PLANS ...... 5 2.3 LIBRARY PLANNING ...... 8 2.3.1 LIBRARY USER CUSTOMER SATISFACTION AND FUTURE NEEDS SURVEY ...... 8 2.4 COMMUNITY PLANNING ...... 9 2.4.1 COMMUNITY PLAN - FOUNDATION FOR THE FUTURE: STRATEGIES FOR QUALITY OF LIFE IN THE CITY OF SWAN ...... 9 2.4.2 REVIEW OF COMMUNITY WELLBEING SERVICES REPORT ...... 10 2.4.3 POSITIVE AGEING PLAN: LOOKING TO THE FUTURE – THE FUTURE IS ON ...... 12 2.4.4 DISABILITY ACCESS AND INCLUSION PLAN 2007 – 2012 ...... 12 2.5 STATE GOVERNMENT PLANNING FRAMEWORK...... 13 2.5.1 STRUCTURAL REFORM OF PUBLIC LIBRARY SERVICES ...... 13 2.6 FEDERAL GOVERNMENT INITIATIVES ...... 13 2.6.1 LABOR’S PLAN FOR EARLY CHILDHOOD ...... 13 2.6.2 DIGITAL EDUCATION REVOLUTION ...... 14 2.7 IMPLICATIONS FOR PLANNING AND SERVICE DELIVERY ...... 14 3. SITE & SERVICE REVIEW ...... 18

3.1 LOCATIONS ...... 18 3.2 SITES...... 19 3.3 FACILITIES ...... 20 3.4 SPACE ...... 22 3.5 IMPLICATIONS FOR PLANNING AND SERVICE DELIVERY ...... 24 4. DEMOGRAPHIC & DEVELOPMENT TRENDS ...... 25

4.1 LIBRARY CATCHMENTS...... 25 4.2 RECENT POPULATION TRENDS ...... 26 4.3 DEMOGRAPHIC TRENDS ...... 28 4.4 COMMERCIAL CENTRES ...... 31 4.5 RESIDENTIAL DEVELOPMENT ...... 33 4.6 TRANSPORT INFRASTRUCTURE ...... 34 4.7 FUTURE POPULATION TRENDS ...... 35 4.8 IMPLICATIONS FOR PLANNING AND SERVICE DELIVERY ...... 36 5. BENCHMARKING ...... 38

5.1 SUMMARY ...... 38 5.2 POPULATION ...... 39 5.3 MEMBERS ...... 40 5.3.1 REGISTERED BORROWERS ...... 40

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5.3.2 BORROWERS AS PERCENTAGE OF RESIDENT POPULATION ...... 40 5.4 LIBRARY STOCK ...... 41 5.4.1 LIBRARY MATERIALS PER CAPITA ...... 41 5.4.2 CIRCULATION PER CAPITA ...... 42 5.4.3 TURNOVER OF STOCK ...... 42 5.4.4 CIRCULATION PER STAFF MEMBER ...... 43 5.5 STAFFING LEVELS ...... 43 5.5.1 TOTAL QUALIFIED STAFF / TOTAL FTE ...... 43 5.5.2 POPULATION PER TOTAL FTE ...... 44 5.5.3 POPULATION PER QUALIFIED STAFF ...... 44 5.6 IMPLICATIONS FOR FUTURE PLANNING ...... 45 6. BUSINESS PERFORMANCE ...... 46

6.1 OPERATIONAL COSTS ...... 46 6.2 STAFFING COSTS ...... 47 6.3 BUSINESS PERFORMANCE INDICATORS ...... 48 6.3.1 REGISTRATION ...... 48 6.3.2 TOTAL REGISTRATION...... 48 6.3.3 NEW REGISTRATION ...... 49 6.3.4 NON-RESIDENT REGISTRATION ...... 50 6.3.5 VISITOR NUMBERS ...... 51 6.3.6 TOTAL STOCK ...... 52 6.3.7 LOANS BY BRANCH ...... 53 6.3.8 LOANS BY CATEGORY – ALL BRANCHES ...... 54 6.3.9 RATIO OF LOANS TO COLLECTION ITEMS ...... 54 6.3.10 LOANS VIA BORROWER SELF SERVICE ...... 55 6.4 IMPLICATIONS FOR FUTURE PLANNING ...... 56 7. SOCIETAL AND CULTURAL TRENDS ...... 58

7.1.1 COMMUNITY ENGAGEMENT ...... 58 7.1.2 LIFELONG LEARNING ...... 58 7.1.3 BUILDING COMMUNITIES ...... 59 7.2 LIBRARY INDUSTRY TRENDS ...... 59 7.2.1 VALUE AND PUBLIC IMAGE OF LIBRARIES ...... 59 7.2.2 COMMUNITY NEED ...... 60 7.2.3 COMPETING SERVICE PROVIDERS ...... 61 7.2.4 LIBRARY PLANNING & DESIGN ...... 61 7.2.5 INNOVATIVE LIBRARY MODELS ...... 62 7.2.6 LIBRARY PARTNERSHIPS AND INTEGRATION ...... 64 7.3 ENVIRONMENTAL AND SUSTAINABILITY TRENDS ...... 65 7.4 INFORMATION AGE AND TECHNOLOGICAL TRENDS ...... 65 8. SERVICE DELIVERY OPTIONS ...... 68

8.1 STRATEGIC PRINCIPLES ...... 68 8.2 STRATEGIC PLANNING CONTEXT ...... 68 8.3 SERVICE DELIVERY MODEL ...... 69 8.3.1 PHYSICAL VERSUS ELECTRONIC SERVICES ...... 69 8.4 GUILDFORD LIBRARY ...... 69 9. CONSULTATION SUMMARY ...... 74 APPENDIX 1: DEMOGRAPHIC TABLES ...... 77

Final xi Job No 73262 Swan Library Services Review: Research and Analysis

1. Introduction

1.1 Project Background

The City of Swan Library Service consists of six fixed branches, which includes two joint use libraries that also provide library services to schools. The documented outcomes in Council’s Corporate Plan for the library service is to develop a rich, diverse inclusive and cohesive community, and that those individuals are safe healthy and well informed as well as to better utilise Council services by aligning them with community needs.

The City is currently undertaking regular reviews of services, functions and practices in order to meet the changing needs of the community and stakeholders. 1.2 Purpose of the Study

The purpose of this study (PART A: Service Review) is to ensure that City of Swan Library Service continues to be aligned to the organisation’s strategic direction and that Council resources are optimally utilised to comply with statutory requirements and satisfy community needs.

The specific objectives of the project are:

x To review the role of the Library Services within the City of Swan; x To establish ongoing requirements for the service; x To establish the efficiency and effectiveness of current service delivery; x To establish that the role of this service is not offered by alternative providers; x To recommend improvements to the service so that it meets future customer needs; and x To recommend ways to improve delivery of service.

1.3 Report Structure

Chapter 1: Introduction;

Chapter 2: Strategic Context;

Chapter 3: Site and Service Review

Chapter 4: Demographic and Development Trends;

Chapter 5: Benchmarking;

Chapter 6: Business Performance;

Chapter 7: Societal and Cultural Trends;

Chapter 8: Service Delivery Options:

Chapter 9: Consultation Summary;

Appendix 1: Demographic Tables

Final 1 Job No 73262 Swan Library Services Review: Research and Analysis

2. Strategic Context

The following section provides a detailed summary of the findings of a number of key literature and strategic planning material relevant to the study. A brief overview of the key findings of each piece of literature is provided below, including implications for the City of Swan Library Infrastructure Review.

2.1 Relevant Legislation and Policy

2.1.1 Library Board of Western Australia Act 1951

Governance of public libraries in Western Australia operates under the provisions of the Library Board of Western Australia Act 1951. The Act was enacted in 1951 to establish a free public library system in Western Australia. It established the Library Board of Western Australia as a statutory body with management responsibility to oversee this process. While the Act has served well, it requires a revision to reflect the current environment under which the Library Board, State Library of Western Australia, and Local Government operate for the provision of library services.

Public library services in Western Australia are conducted as a joint venture between the Library Board of Western Australia and the local government sector. The local government provides strategic direction for its local library and information services and provides buildings; staff; operational budgets; local computing services; and serials and recorded music collections. The State Government provides overall strategic direction to public library services through the Library Board of Western Australia, and provides: shelf ready resources for public libraries; access to the state-wide collection; a centralised cataloguing, document delivery and exchange system; and specific consultancy services. It also strengthens the information and reference services available at the local public library with the expertise and more extensive collections based in the Alexander Library Building. Where local governments have partnered with another agency in the provision of a joint-use library service, individual service agreements have been negotiated between the local government and the Department of Education and Training.

The existing model of service delivery has been in place for over fifty years. This model was formalised in the Framework Agreement between the State and Local Government for the Provision of Public Library Services in Western Australia (Framework Agreement).

2.1.2 Framework Agreement

In December 2004 the Framework Agreement between State and Local Government for the provision of public library services in Western Australia was signed. The State Library is the responsible agency for the State Government obligations under the Agreement. This framework agreement provides an overarching framework of broad parameters for the future direction of Western Australia's public library services.

The Agreement "sets out a shared vision and provides a statement of principles and clearly defined roles and responsibilities to guide collaborative action until 30 June 2008." It establishes accountability measures and a process for joint decision-making.

Under the Agreement, the Joint Advisory Committee (JAC) is tasked with implementation of the Agreement and development of strategic directions and forward plans for the public library service. The JAC comprises equal numbers of State and Local Government representatives.

The shared vision for the service is articulated in the Framework Agreement:

“Central to the partnership between State and Local Government is a shared vision for Western Australia’s Public Library Service as a sustainable and responsive network of vibrant and connected well-resourced, free public libraries that are hubs of community life. Our public libraries are seen as primary points of access for an extensive and

Final 2 Job No 73262 Swan Library Services Review: Research and Analysis

diverse range of current information, meeting the business, recreational, cultural and lifelong learning needs of members of the community, no matter their economic or social status, cultural or language background, level of ability or geographic location.”2

2.2 Strategic Planning

2.2.1 City of Swan Corporate Plan 2007-2010

The City of Swan’s Corporate Plan, guided by the Community Plan, sets the overall strategic direction of Council in the planning, development and provision of services, infrastructure and facilities until 2010.

The Corporate Plan, guided by the Community Plan, presents a three-year plan detailing the corporate vision and mission, values, organisation goals and principles to guide all council activities within the community and organisation. This vision and principles are then extended across the five ‘Key Result Areas’ (KRAs) of the Council. Within each KRA are outcomes, objectives and strategies to address them. The Key Result Areas are:

x Leading the City of Swan: identifies how the City of Swan will provide leadership and governance within our community;

x Developing the City of Swan: relates to the development of physical infrastructure, land, business locations and community places;

x Enhancing Community Well Being: relates to community and social development, personal well being, culture, community health and safety, leisure and lifelong learning;

x Valuing the Natural Environment: relates to the protection and enhancement of our natural environment; and

x Managing the Organisation: identifies those internal support and management services provided within our organisation that enable the delivery of the products and services to the community to meet the City’s objectives.

2.2.2 City of Swan – Annual Business Plan 2007/08

The City of Swan Annual Business Plan 2007/08 provides a strategic summary of Council’s major projects / services / programs by selecting strategies outlined in the Corporate Plan based on key priority areas.

The Annual Business Plan identifies the organisation’s annual priorities, responsibilities and accountabilities for results, resource requirement, preliminary budgeting and organisational capacity to implement the Corporate Plan in future years.

Performance indicators and targets will be determined within the Annual Business Plan to enable regular assessment of progress in meeting organisational objectives.

In 2007/08, twelve categories were considered organisational priorities for the City of Swan. These are:

x Place planning and place management; x Community engagement and partnerships; x Customer service; x Improved organizational processes and linkages; x Building capacity; x Alignment of services with strategic needs; x Asset management and maintenance; x Visually appealing, attractive community;

2 Framework Agreement between State and Local Government for the provision of Public Library Services in Western Australia, p.2

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x Strategic planning; x Place priorities; and x Management support.

The corporate priorities that are of most relevance to the provision of library and information services are reproduced below.

Customer Service:

“The primary objective of the business unit is to be a highly visible, relevant and accessible community hub providing an excellent library and information service to the community using a variety of resources and innovative programs3”

Major Project / Service Corporate Plan KRA Corporate Plan Output Measure / Program Area Strategy Library Services 3 Enhancing the 3.3.1 - Percentage of City of Swan Community Wellbeing population that are members - Number of visitors - Number of loans per head of City population - Total lending stock per capita

2.2.3 City of Swan – Annual Report 2006 – 2007

The City of Swan Annual Report 2006/07 outlines the City’s achievements according to the five (5) Key Result Areas identified in the Corporate Plan. A Financial Report for the 2006/07 financial year has also been prepared on a full accrual basis.

2.2.4 City of Swan Budget 2007/08

The City of Swan Annual Budget 2007/08, developed in accordance with the Local Government Act 1995, Local Government (Financial Management) Regulations and the Australian Accounting Standards, incorporates major projects and capital works outlined in the Strategic Financial Plan for 2007/08 to 2014/15.

2.2.5 City of Swan - Draft Strategic Plan

Conceptual thinking behind the Draft Strategic Plan:

x One City: One Team - we recognise we have diverse roles and work in diverse areas. Our values will guide our actions and behaviours

x Aim is to build sustainable communities within our community

x Vision - One City - Diverse Places - the City of Swan is a regional gateway, a meeting of rural and City with a diversity of place, people and environments connected through their differences, shared values, sense of community and active connections

x Places where people choose to live, places where people want to go, places of new and old heritage, places of rivers and hills, places of density and space, places of City lifestyle choices and rural life, Places of identity and character and city wide cohesiveness.

x Principles - partnerships, sustainability, intergenerational equity and innovation.

x Shared Values- Leadership, Inclusivity (openness), Accountability, Excellence in Service, Adaptive

x Priority Areas - environment, services, assets, planning for the future, business improvement

3 City of Swan 2007/08 Annual Business Plan p. 28

Final 4 Job No 73262 Swan Library Services Review: Research and Analysis

The urban growth is a major issue affecting future population - Ellenbrook (30,000), Avelely (14,000), Albion (12,000), Bullsbrook (10,500), Gidgegannup (12,600), Upper Swan (10,000), West Swan (12,000), Caversham 5,500.

2.2.6 Place Plans

Place Plans are strategic documents that translate the goals and strategies from the Community Plan into visions and actions at a local level. The Plans contain information about the characteristics of the place and its people. It details the natural, social, economic and developed environments within the place.

The City of Swan has developed four (4) Place Plans to capture the uniqueness of places and communities. Each Plan examines the issues and opportunities and proposes actions or projects to address these priorities. Where possible it will guide the development of partnerships between the local community, community organisations, the City of Swan, other government agencies and local businesses.

2.2.6.1 Midland Place Plan – January 2005 Council endorsed the Midland Place Plan in January 2005 in recognition of the need to consolidate the strategic direction for the area. The Plan recognises that Midland is a Strategic Regional Centre within the Perth Metropolitan Area that provides services and facilities for a wide catchment. Additionally, Midland is recognised as a significant employment generator and is earmarked for significant redevelopment.

A series of issues and opportunities were identified for the Midland Place Area via analysis of various documents and publications and prioritised via internal workshops. The issue and opportunities and proposed actions that are of most relevance to the provision of library and information services are reproduced below in order of priority.

Issues and Opportunities City of Swan Roles & Responses Other Stakeholder Roles and Responses Higher Priorities Youth in the Midland Place Area require safe and Midland Library employs Young People’s Services Librarian to accessible opportunities for leisure, cultural expression provide a range of activities for young people 1-17 yrs old and and interaction and need support regarding school holiday programs. appropriate employment and education and a healthy lifestyle.

Need to define and better coordinate the City’s role in Midland Library: Aboriginal related issues and opportunities with input · Midland Library – Local Heritage Archive, youth programs, from Aboriginal community and other agencies. multicultural services and library services, Better Beginnings program.

Preservation and promotion of heritage buildings and Midland Library: areas that contribute to social history · Midland Library – Local Heritage Archive, youth programs, multicultural services and library services.

Lower Priorities Better and more effective consultation with Yearly customer's survey for library services community members and groups is needed

Perceived lack of function and meeting facilities within CFP and Leisure Services to determine the demand and options MRA to start Train Midland, for these types of facilities Station precinct study – particularly the Town Centre might offer leisure opportunities to be All facilities have their own limitations. The incorporated facilities/spaces in the Midland library are not sufficient for this

Review of the function of the Midland Library Provision of books, videos, reading groups, Internet access, and Volunteers for Books on regarding the education precinct (MRA Rail Workshop research assistance Wheels area). The Midland Library has a regional function in the • Facilitation of seminars. provision of book, videos, research and internet • Provision of holiday programs. access. In addition, the library provides opportunities • Local Heritage Archive and Local History Collection (with a for seminars and special programs. specialist librarian on duty two days per week, Wednesday and Thursday)

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There is an increasing demand from tertiary students • Community Information Database with a part-time specialist for specialist material, especially from TAFE. The librarian on duty including storytime, holiday activities, book library has no capacity to provide this level of service clubs, study facilities and special events - full-time city-wide to tertiary students. The development of the MRA Rail specialist librarian to develop and promote programs, liaise with Workshops (education) can increase this demand external organisations and internal/external expertise on youth library • Midland is a Library Extension Program (LEP) library - ABS's Library Extension Program. • Cataloguing and classification of library materials purchased by City of Swan and donated material

There are nine (9) precincts identified within the Midland Place area based on four distinct criteria. The Midland Regional Centre precinct is further divided into eight (8) sub-precincts and four (4) other MRA precincts.

The two sub-precincts that are of most relevance to library service are Midland Town Centre and Midland Train Station precinct. The vision and corresponding strategic objectives and priority issues are outlined below.

Midland Town Centre precinct:

The characteristics of the Midland Town Centre precinct include heritage significant buildings and areas, like Old Town Hall, Post Office and the Courthouse, with the new library. Council’s vision regarding the Midland Town Centre precinct is for a “vibrant, safe and attractive cultural area for living, working, and recreating4”. Six strategic objectives were identified as well as three priority issues and opportunities affecting the area.

Midland Train Station precinct:

Council’s vision regarding the Midland Train Station precinct is for “a transit-oriented precinct with emphasis on residential, new civic focus that would link in with existing civic activities of the town hall and library.” Seven priority issues and opportunities and five strategic objectives were identified affecting the area.

2.2.6.2 Guildford / Hazelmere Place Plan Council endorsed the Guildford / Hazelmere Place Plan in 2006/07. The Plan was written using extensive feedback from community representatives through workshops and submissions. The Place Plan includes the precincts of Guildford Townsite, South Guildford, Rosehill and the Hazelmere residential area.

The Guildford-Hazelmere Place Plan contains an overview of priorities and proposed activities to be undertaken in the next three to five years by City of Swan, community/groups and other key stakeholders. It also identifies visions, issues and opportunities for the area and ways which the City, other organisations and the community can address these issues.

Key priority actions for 2006/07 include:

x Place Plan recommendations implemented as part of the Transit Oriented Development (TOD) Project Guildford by Landcorp; x Hazelmere Industrial Area Place Plan; x Hazelmere Drainage Improvement; x Traffic Management Strategy for the Guildford-Hazelmere Place Area; and x James Street landscaping.

The Plan acknowledges the Library in Guildford as a significant feature in the Guildford- Hazelmere Place. The issue and opportunities and proposed actions that are of most relevance to the provision of library and information services are reproduced below.

4 Midland Place Plan p136

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Issues and Opportunities Precinct Actions / Priority Implementation Recommendations Responsibility / Partners SC6. Community Facilities S C 6.3 Guildford library Medium CoS-Library Services The place area has a range of community facilities, parks and CFP nearby sporting facilities. Despite the age of some facilities the use · Review the services at remains at a strong level. Guildford Library to ensure relevance to community City is reviewing the City wide Strategic Infrastructure Plan which needs and demographic will guide the planning of community facilities and it is envisaged trends. that some of the Guildford/Hazelmere issues identified by the community will be addressed.

2.2.6.3 Ellenbrook, The Vines and Vale Place Plan – June 2004 Developing Western Australia’s first Community Plan, ‘a sense of community’ has been strongly associated with Ellenbrook. Over time it can be seen that Ellenbrook Place will be a multi-purpose with employment centre containing a range of shopping, offices, administrative, community and social services. Opportunities for cultural expression, leisure and recreation will be created and will cater for the surrounding residential areas and wide rural catchments.

Future characteristics identified for the Ellenbrook Place Area continued with the ‘sense of community’ with an increased focus on community planning, ‘Lifestyle living’ and connectivity to rural and tourist areas etc.

Community consultation held in November 2003 identified several important issues and opportunities for the Ellenbrook Place Area. Seen as a high priority and identified in those key issues and opportunities was the challenge to include community facilities in Ellenbrook Town Centre, flexible for future needs, with: library, multi-use office for community services, internet cafe, etc.

Further to community consultation the community questionnaire supplied to all households in the region identified this challenge ranked as the second most frequent challenge by mean (6.2) with a rating of ‘6’ or ‘important’ rating (based on a Leichhardt scale of 1-7 where 1 is ‘very unimportant’ and 7 is ‘very important’).

The current social environment situation identified the need for expansion of the library services in Ellenbrook with Social issues and opportunities with the library in Woodlake Village too small to service the whole Ellenbrook Place Area. Replacement of the temporary library in Woodlake with a Regional Library in the Town Centre, co-located and integrated with associated public and commercial facilities was highlighted in the Developed Environment Situation. Details of actions stemming from these issues are outlined in the below table.

Details of Action Lead Other Stakeholder Roles Role and Responses Identify youth needs and priorities and convert to service and facility requirements. Directions:

• A more coordinated and integrated approach of youth issues and opportunities by City via involvement of various business units. CD ECPT & community groups

• Compose a specific Ellenbrook Place-based proposal with requirements and supply, based on Citywide projects and services.

• Develop and plan a dedicated youth facility in Ellenbrook Town Centre (possible relation with Library). (S3)

• Ensure a dedicated youth space remains in Coolamon Community Centre.

• Provision of youth development support in Pinaster Parade temporary facility (in kind, not financial).

• Facilitate the (re-) start of programs and activities similar to ‘The Drop’ either in the temporary youth facilities on Pinaster Parade and/or in Coolamon Community Centre. Develop and plan a Regional Library for the Town Centre as a multipurpose centre. Directions: CFP ECPT

Final 7 Job No 73262 Swan Library Services Review: Research and Analysis

Details of Action Lead Other Stakeholder Roles Role and Responses • Provide analysis for future library facilities and services needs in terms of floor space and relationships with other uses (library core-business)

• Identify possibilities and requirements for community and/or commercial functions that are compatible with a library (S1)

• Analyse options for a work space for City staff (shared use various business units)

• Address integration issues of community facilities & services and commercial uses with the library CFP ECPT core (within the library building)

• Facilitate a ‘growth model’ where additional facilities and services can be added to the library core over time, including possible phased development of the building

• Scope the possibilities for funding, including sources and risks and link with ownership (private or public)

• Seek options for management of the building regarding ownership of the building and the financial consequences. Develop and plan a Regional Library for the Town Centre as a multipurpose centre. CFP Community & development Directions: services • See Social Environment (S3) CD ECPT LWP (Operations)

2.2.6.4 Gidgegannup and Brigadoon Place Plan – January 2006 July 2003 saw the City of Swan Council resolved to prepare a Place Plan for Gidgegannup and Brigadoon. Encompassing a review of the Gidgegannup Rural Strategy (1996) and planning controls for the Brigadoon Estate in Town Planning Scheme No. 9, the Place Plan provides detailed planning controls for a 5-10 year timeframe, in accordance with the staging recommendations of the North Eastern Hills Settlement Pattern Plan (NEHSPP).

Identifying a number of key issues related to land use and management the Place Plan provides a range of strategies and actions to guide the City‘s work and decision-making. The Place Plan provides the rationale for the land use precincts and development guidance contained in the “Gidgegannup Rural Strategy” Policy C-Pol-087.

Incorporating economic development, social and cultural development, developed environment and natural environment the over-riding vision for the Gidgegannup and Brigadoon Place plan area is “Hills lifestyle with managed growth”.

Volunteers:

It was noted during community consultation that the importance and reliance on volunteering from local community members is a key issue. Acknowledging an increasing number of people able to contribute to the volunteering pool, it was also noted however that many of those moving to the area commute to work in the city and are increasingly time poor.

The need for the recruitment of additional volunteers to support library outreach programs and promote this service within Gidgegannup was identified as a medium-high priority for the area.

2.3 Library Planning

2.3.1 Library User Customer Satisfaction and Future Needs Survey

In 2005 Delaney Woods and Associates undertook a Market Research Project for the City of Swan Library Service. The objectives of the project were to determine library usage patterns, satisfaction and future needs of users of City of Swan Library Service.

Final 8 Job No 73262 Swan Library Services Review: Research and Analysis

Six library locations were included in the survey: Altone, Ballajura, Bullsbrook, Ellenbrook, Guildford and Midland and a total of 1,353 surveys were collected via face-to- face interviewing methodology.

The key findings of the survey include:

x 36% of residents of the City of Swan are registered members, with Midland being the most frequented branch library; x Consistent with previous surveys, a high proportion of registered users are female (65.2%); x Over half of library users had access to Internet at home or at work (59.0%); x Across the total library service, 31.0% had used children’s services and that users are generally very satisfied with the activities provided; x Of those who had accessed children’s services, Story Time recorded the highest satisfaction rating while the number / range of non-fiction and school project materials recorded lower satisfaction levels; x Suggestions for improving future services included: range of material, more computers, videos and DVD collects and physical facilities. x While the level of satisfaction with the Library Service by users was high, there were some differences between age groupings; x Users are most satisfied with helpfulness and friendliness of staff, staff knowledge and expertise and information provided by staff; and x Users were least satisfied with the number/range of materials available in different languages, cost of word processing, email and other fee-paying services.

2.4 Community Planning

2.4.1 Community Plan - Foundation for the Future: Strategies for Quality of Life in the City of Swan

The City of Swan’s Community Plan, “Foundations for the Future – Quality of Life in the City of Swan”, was endorsed in July 2003 and is the outcome of extensive research and consultation with key stakeholders. The Community Plan outlines the key directions for the region to ensure sustainable development.

The Community Plan provides the City of Swan with a document that accurately identifies current and future issues facing the community and sets out a series of community goals and strategies to address them, ensuring a sustainable future and enhanced quality of life for its community.

The Plan has been developed around the Quality of Life Framework and considers the balance between environmental, social and economic factors in planning and decision- making. Five theme areas have been identified and encompass a range of quality of life aspects. The five themes and its corresponding community vision are:

x The Individual: Individual experience a high level of wellbeing and are empowered to take responsibility to achieve resilience and self-worth;

x Social Environment: Our social environment is rich and diverse, equitable and cohesive;

x Economic Environment: A competitive diversified economic environment capable of generating wealth and employment for local residents and investors;

x Developed Environment: A diverse range of high quality places that provide a choice of dynamic environments for living, working, recreating and doing business; and

x Natural Environment: Our natural environment is healthy and sustainable.

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2.4.2 Review of Community Wellbeing Services Report

In March 2004, Emmerson-Law Management Solutions in association with CCS Strategic Management were commissioned by Council to undertake a review of Community Wellbeing services. The study involved an audit of current services and functions, research and analysis, SWOT analysis of each service and consultation with community.

There were a total of 28 key recommendations arising out of the review. These recommendations were divided into six key areas, these are:

x Organisational issues; x Functional forward planning; x Community development approach; x Suite of ‘Community Wellbeing’ services; x Community consultation and data collection; x Service delivery issues

In particular, libraries were identified as a specific focus area of analysis in the review. The City of Swan Library Services sees its role as ‘facilitating equitable access to world wide information and leisure resources by providing a customer focussed and relevant library service committed to excellence5’

The review identified that library services were maintaining a relatively stable operational cost from 2000/01 to 2003/04.

The table below details the SWOT analysis of the library service:

Strengths Weaknesses x Outstanding customer service x Technology x Service identity and image (staff) x Services to young adults x Provides essential personal link to community x Lack of money – lack of funds to do innovative x Library adds to identity of community – small things community x Lack of opportunity to generate income x Provides a sense of place, a community hub, x Out serviced services provides a focal point x Accessibility / security/ safety of buildings x Offers a source of information x Lack of diversity of formats x Part of the local community fabric x Not well targeted to traditional non users x Attracts a wide range of customer – divers users x Staid image of libraries x A range of specialist services – outreach, seniors x Poor utilization of internal spaces services, networking with other agencies, x Low resident membership x Technology x Low facility numbers / locations x Great facilities x Strong connection with schools/partnership with Education x Teaching children to use libraries x Industry leader x Staff team quality x User friendly x Free to use

Opportunities Threats x Review collection development policy x Unwillingness to change x Consider new models of Library Services x Inability to change x Technology x Slowness to change x Local university and other educational institutions x Technology and Internet x Partnerships for provision x Demand for higher quality information - Schools - Need for higher funding for equipment and - TAFE staff - Uni - After Internet has been explored - Business x Barriers to self access - Other state government agencies x Partnerships within divisions of City of Swan x Focus service collection on what’s not available on Internet x Self access to information

5 Review of Community Wellbeing Services p.55

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Strengths Weaknesses x Improved library service staff skills Increased specialized services - Children - Young People - Seniors - Mulitcultural x Early development index x Demonstrate the value of the library service

Increased reader / patron expectations were identified as issues that would influence service demands and provision of library services.

Specific recommendations regarding library and information services arising out of the review include6:

x That a Functional ‘Forward’ Plan is developed for library and information services projecting towards an agreed time frame (10-15 years) to ensure efficient and effective ‘best practice’ delivery and a Council approved direction for the future;

x That an innovative model of service delivery is pursued ensuring that there is a mix between information provision, leisure and social interactions and that the geographical and demographic factors considered;

x Council is presented with a range of options for the future of the library service within the Functional Forward Plan and endorses its preferred option as a guide for the future;

x Business unit is positioned to undertake and maintain strong community consultation to ensure sustainability and relevance of services provided;

x Installation of door counters be resourced;

x Opportunities for Ellenbrook to enhance service delivery through partnering arrangements at new premises;

x Replace / update GEAC Plus Library Management System within a five year time frame;

x Explore option of seven day a week ‘Citywide’ approach to library services across the City;

x City of Swan lobby to initiate a review of the current service agreement between state and local governments, with a view to introducing flexibilities into the provision of value added services; and

x Commercial approach to a total delivery service including commercial activities within the library service be explored.

Library services

As outlined in the 2006-2010 Corporate Plan, the goal of Library Services are “to meet information, education, recreation, and cultural needs of its members”. The key activities for this function are:

Community Information; Lending of Library Materials; Library Materials and Facilities; Library Programs; and Reference and Information Services and Reader’s Advice.

6 Review of Community Wellbeing Services p.56

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The delivery of library services is underpinned by the Council’s overarching strategy to “Maintain high quality library services aligned with changing needs, technology and best practice”.

There are five core strategies outlined in the corporate plan for the delivery of Library services.

2.4.3 Positive Ageing Plan: Looking to the Future – The Future is On

In recognition that there are social and economic challenges as a result of population ageing prompted Council to develop the Positive Ageing Plan. This Plan is primarily built on the Federal Government’s National Strategy for an Ageing Australia. Other documents which have informed the development of this plan includes Australian Local Government Population Ageing Action Plan 2004-2008 and the Active Ageing Taskforce Report (2003).

The Plan was produced by Council and incorporated feedback gained through consultations with the community via workshops and telephone discussions regarding ageing and future needs of ageing population. The aim of the study was to develop strategies to address issues arising from the ageing population.

The plan identifies key priority areas for the ageing population and outcomes statements and action steps have been developed for each of the key priority areas. The ten key priority areas are:

x Health services and infrasrtructure; x Housing and accommodation; x Transport; x Socialisation and lifestyle; x Youth, children and families; x Government and governance; x Security; x Technology and information; x Culture, heritage and conservation; and x Recreation, leisure and lifelong learning.

2.4.4 Disability Access and Inclusion Plan 2007 – 2012

The Disability Access and Inclusion Plan, developed in accordance with the Western Australia Disability Service Act 1993 (amended 2004), presents a five-year plan with the objective of contributing to the development of a community which is accessible and inclusive and promoting increased opportunities for people with disabilities.

The Plans contain information about the City’s functions, facilities and services as well as a summary of achievements to date in regards to improvement of access and inclusion for people with disabilities since 2004. It also outlines the City’s disability policies and procedures. People with a disability are defined as:

Persons with profound, severe, moderate and mild core activity limitations, as well as those with schooling or employment restrictions, and disabilities with no restriction or limitation7.

The Disability Access and Inclusion Plan has addressed the six desired outcomes, which have been established under the Disability Services Regulations. Each outcome area has a strategic objective and an action plan with measures and targets. The current plan includes an additional outcome; therefore the seven (7) key outcomes are as follows:

x Outcome 1: People with disabilities have the same opportunities as other people to access the services of, and any events organized by, the City of Swan;

7 Disability Access and Inclusion Plan 2007-2012 p.2

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x Outcome 2: People with disabilities have the same opportunities as other people to access the buildings and other facilities of the City of Swan;

x Outcome 3: People with disabilities receive information from the City of Swan in a format that will enable them to access the information, as readily as other people are bale to access it;

x Outcome 4: People with disabilities receive the same level and quality of service from the staff and Councillors of the City of Swan as other people;

x Outcome 5: People with disabilities have the same opportunities as other people to make complaints to the City of Swan;

x Outcome 6: People with disabilities have the same opportunities as other people to participate in any public consultations of the City of Swan; and

x Outcome 7: People with disabilities have the same opportunities as other people to be employed by the City of Swan.

2.5 State Government Planning Framework

2.5.1 Structural Reform of Public Library Services

The vision for public libraries in Western Australia is for “a sustainable and responsive network of vibrant and connected well-resourced, free public libraries that are hubs of community life.” 8 A strategic review of public library service delivery was undertaken by AECgroup in 2007 to determine strategic futures for public libraries in Western Australia. The key elements of the report relevant to this study were:

x The provision of a new Library Act; x The provision of a new funding formula for the funding of public libraries in Western Australia to provide greater flexibility and decision making at the local level; x The transfer of ownership of existing stock to larger libraries in the State; x A more flexible exchange service providing the opportunity to tailor services to meet needs and including the discontinuation of category quotas; x The replacement of the standard of 1.25 items per capita with meaningful collection performance measures; x Additional specific grant funding for regional / co-operative activity, innovation and seed funding for buildings and technology; x Increased support for a more flexible Regional model; x The development of more cost-effective and responsive procurement and materials movement systems; and x The provision of an outcomes based strategic planning model for Western Australian Public Libraries.

An implementation plan for the delivery of the recommendations of the Structural Reform report is currently being developed. 2.6 Federal Government Initiatives

2.6.1 Labor’s Plan for Early Childhood

Labor’s plan for early childhood is based on the logic that education is a life-long endeavour and that good educational experiences in early childhood provides young

8 Framework Agreement 2004

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people with a positive start in life.9 Within this policy document are a number of initiatives that will attract funding for early learning programs that centre around helping parents prepare their children for school; increased accessible and affordable child care; early intervention for children with autism; increasing workforce participation for parents to re-enter the workforce; and equal start in life for indigenous children.

The City of Swan Library Service should position themselves to become an active partner with early childhood educators and providers to ensure funding opportunities can be actioned when they are determined to give the young families in Swan access to quality programs and relevant resources.

2.6.2 Digital Education Revolution

It is the intention of the current Federal Government to revolutionise education by putting a computer on the desk of every upper secondary student and by providing Australian schools with fibre to the premises connections, which will deliver broadband speeds of up to 100 megabits per second.10 This funding is in the form of grants that schools will be able to apply for. The Council of Australian Governments (COAG) agreed to the funding proposals at their March meeting and the first funding components arriving at priority schools in June 2008. The priority list of schools was determined by COAG’s IT audit of Australian secondary schools, which was conducted earlier in the year.11

The City of Swan Library Service will need to develop relevant digital resources to remain relevant to young people whose digital access and preference are already impacting on young people’s views of libraries. Ensuring that the whole library service is involved and actively partnering with secondary education providers within Swan and not just at Ellenbrook, to enable relevant programs, resources for and communication with young students is an essential component of future directions for the library service. Being sidelined or ignored in the digital information provision and digital education revolution will be detrimental to the library service’s endeavor to maintain relevance to this segment of the community currently and in the future.

2.7 Implications for Planning and Service Delivery

The Library complies with all its obligations under the provisions of the Library Board of Western Australia Act 1951. Overall, it is considered that the Library Service is strategically aligned to both the State and the Swan City Council strategic directions. Analysis of key planning documents including Place Plans shows that the direction of the Library Service is in accordance with the Council’s planning framework.

The state-wide Structural Reform process provides an opportunity for the Library Service to engage more at the state level in the discussions under the Implementation Plan for the Strategic Review that will shape the nature of future service delivery state-wide and provide a higher level of autonomy at the local government level.

In assessing the City of Swan performance against the following strategic outcomes identified in the Strategic Reform report, the following observations are made:

Strategic Outcome 1: Well-informed, literate and Learning Communities

The City of Swan Library Service has not articulated its role clearly enough in relation to the development of literacy and learning in the City. Given the socio-demographics and needs identified across the City, it is clear that the Library could play a stronger role in facilitating better learning outcomes. Although there are some valuable activities underway, particularly in relation to early childhood programs, there is an opportunity to extend this across other target groups. This will need to be done in partnership with other key agencies and Place Managers. Overall, there needs to be a deeper

9 ‘Labor’s Plan for Early Childhood’, Election 2007 Policy document; authorized and printed by T. Gartrell, Canberra ACT November 2007. 10 ‘A Digital Education Revolution’, Election 2007 Policy document; www.alp.org.au 11Browne, Marcus (27 March 2008, 03.43pm) ‘COAG hits green light for Labor school laptop plan’; ZDNet.com.au.

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understanding of the economic and well-being outcomes that libraries provide in the development of a range of information literacies and learning needs.

Strategies also need to be put in place to capitalise on State and Federal initiatives relating to early childhood and technology.

Strategic Outcome 2: Connected and resilient communities

Public libraries provide the connections that develop cohesion and inclusion, and break down isolation and the barriers for the disenfranchised or marginalized groups in our communities. There is an opportunity to work more closely with Place Managers and key agencies to identify ways that the Library can play a stronger role in delivering on community outcomes. For example, during the course of this review, it was clear that a stronger engagement strategy with Indigenous youth was required, which could be delivered through brokered programs with other agencies. A range of programs has been developed in libraries across Australia, which could be used as models.

Strategic Outcome 3: Community memory

The City of Swan boasts a good local history collection. Consideration should be given to the longer-term delivery of this service, and the need to transfer records to digital format so that they can be shared more widely. Space constraints at Midland Library in the future may well drive the need for the re-location of this service, potentially to Guildford Library if that space becomes available.

A more pro-active approach will also be required to use new medias to facilitate content creation at the local level and to assist local families, communities and organisations to capture and share their stories, as well as ensure accessibility for future generations.

Strategic Outcome 4: Accessible and relevant content

As noted previously, the Structural Reform process will provide an opportunity for the City of Swan Library Service to become more responsive to community needs in relation to collections. Consultation with staff identified the need for a stronger understanding at the local level of the catchments the libraries are serving, their demographic make-up and community needs. This will require better understanding of local community needs and the development of local community profiles to ensure collections meet needs. This work should be done in liaison with Place Managers.

Strategic Outcome 5: Community Hubs

Comparatively, the City of Swan has an acceptable level of infrastructure strategically located and maximizing models of partnership. Opportunities for retail merchandising, better signage, themed collections and creative interior design need to be further pursued.

Strategic Outcome 6: Skilled and innovative workforce

As with many public libraries in Western Australia, the City of Swan has difficulty recruiting skilled staff for the Library Service. There is an opportunity to review the skills requirements of staff, particularly in light of increased focus on learning and community development outcomes. This should be done in conjunction with a skills audit, and the identification of competencies required to achieve the strategic vision. There is also an opportunity to better utilize professional staff to progress strategic outcomes.

Strategic Outcome 7: Continuous improvement

The existing model of ordering and procurement of local material is not best practice and needs to be improved. There is certainly consensus that materials need to be supplied shelf ready in the library industry. Opportunities to maximise expenditure of local funds on collections needs to be identified, including linking in with state-wide tenders or the formation of local partnerships for co-operative procurement with other large libraries.

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There is also a need to streamline processjng of state-wide material. Additional processing should be kept to a minimum and labour devolved to more strategic activities.

It is important that meaningful measures are in place and that standards drive and maintain quality services. In the past, much of the data collected by public library staff has related to inputs and outputs, which provide workload indicators rather than measures linked to outcomes. Measures and standards need to be meaningful. For example, turnover of stock in different categories, the levels of literacy, and engagement levels with the community need to be measured.

Strategic Outcome 8: Strategic Partnerships

The City of Swan Library Service has led the way in many respects in relation to the development of strategic partnerships around the delivery of infrastructure. This is evidenced by the provision of the joint library services. However, it was clear during the consultation that there is a need for a stronger maintenance model for the partnerships to ensure that Council’s outcomes are met adequately. For example, Ellenbrook Library is now having difficulties negotiating access to space that was deemed joint space. Given the anticipated growth in the community and the school population, which will drive the need for additional space for both partners, Council may need to consider an exit strategy from the existing partnership longer-term. In the short-term better relationships and outcomes need to be negotiated at the local and state level to ensure that the community is not disadvantaged.

It was also seen that although there has been a history of strong partnerships in the development of infrastructure, that there is an opportunity to develop closer links with schools and other learning providers and other relevant groups and agencies. The library can play a role as a broker and facilitator of projects anchored in the library. There is also an opportunity for stronger partnerships with neighbouring libraries.

Strategic Outcome 9: Good Governance

Review of the City of Swan strategic context and the operation of the Library Service indicate that the library can demonstrate a clear link to the City’s strategic direction. There is, however, an opportunity for stronger and more strategic alliances with Place Managers, particularly in relation to community development. This needs to be facilitated by improved communication processes, formal and informal, and some systemic improvement to ensure strategic alignment, such as project planning around local mutual outcomes with Place Managers. Libraries are well positioned to deliver on Place strategies.

Overall, there is a need for a more strategic approach to service delivery in the Library Service. The City of Swan Library Service has been recognised in past years as an industry leader and has had the benefit of innovative thinking and inspired leadership. There is a risk that the library will not be able to respond effectively in a changing environment if the focus continues to be operationally focused. Currently, strategic planning for whole of service is impeded by this operational focus. There is a need for a clearly articulated vision and the development of strategic objectives for the library service and an integrated plan that cascades to the delivery of services at the operational level. Clearly, the library needs to align with Council’s Place management approach, but not at the expense of an effective strategic planning framework for the library service overall. An outcomes based business planning approach needs to underpin Library Service delivery.

It will also be necessary to revisit the structure of the Library Service to ensure strategic leadership and a stronger focus on strategic outcomes. Branch Librarians are underutilised in the current structure. Assistant Librarians could do the day to day running of the branches and Branch Librarians could take a broader service role, particularly in relation to the delivery of strategic outcomes, such as learning, literacy, youth and seniors programs etc.

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Strategic Outcome 10: Visible and Valued

Signposting across the Library Service generally needs to be addressed and more work done on the brand, or offer of the library service. A market research program should be undertaken every five years to identify the needs of all the age groups and to identify changing perceptions of the Library Service. It will become increasingly important to attract and remain relevant to younger users. This data should then feed into the ongoing strategic planning process.

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3. Site & Service Review

3.1 Locations

There are six library branches located in the Swan LGA.

x Midland Public Library: Located in Helena Street, Midland. The library is the main library in the LGA. Opening hours are Mon-Fri 9.00am-8.00pm, Sat 9.00am-4.00pm.

x Altone Park Public Library: Located in the Altone Park Recreation Centre, Beechboro. Opening hours are Fri 9.00am-8.00pm, Sat 9.00am-12.00pm.

x Ballajura Public Library: Located in Kingfisher Avenue, Ballajura. Opening hours are Fri 9.00am-8.00pm, Sat 9.00am-12.00pm

x Ellenbrook Community Library: Located within the Ellenbrook Secondary College, Ellenbrook. Opening hours are Mon & Wed 8.30am-7.00pm, Tues, Thurs & Fri 8.30am-5.00pm, Sat 9.00am-3.00pm, Sunday 1pm-4pm.

x x Bullsbrook Community Library: Located within the Bullsbrook District High School, Bullsbrook. Opening hours are Mon & Wed 8.30am-7.00pm, Tues, Thurs & Fri 8.30am-5.00pm, Sat 9.00am-12.00pm, reduced hours in school holidays.

x Guildford Public Library: Located in James Street, Guildford. Opening hours are Mon, Thurs & Fri 10.00am-5.30pm, Tues 12.30pm-7.30pm, Sat 9.00am-12.00pm.

The table below provides an overview of the distance between each library within the Swan library network. Bullsbrook library is located towards the northern border of the LGA and is isolated from the other libraries. The libraries at Midland, Altone Park and Guildford are located reasonably close together, especially Midland and Guildford. Libraries that are within 10 minutes drive of each other include:

x Midland and Guildford (4 minutes); x Guildford and Altone Park (6 minutes); and x Midland and Altone Park (9 minutes).

Table 3.1: Distance between Libraries Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Midland

Altone Park Dist: 6.3km Road: 9.4km Time: 9 mins Ballajura Dist: 11.7km Dist: 5.1km Road: 17.9km Road: 8.2km Time: 20 mins Time: 13mins Ellenbrook Dist: 11.7km Dist: 10.1km Dist: 10.1km Road: 17.2km Road: 13.2km Road: 15.9km Time: 17 mins Time: 14 mins Time: 20 mins Bullsbrook Dist: 25.3km Dist: 25.3km Dist: 23.5km Dist: 15.4km Road: 27.1km Road: 31.5km Road: 35.6km Road: 22.3km Time: 20 mins Time: 23 mins Time: 32 mins Time: 18 mins Guildford Dist: 3.6km Dist: 3.8km Dist: 9.6km Dist: 12.3km Dist: 27.1km Road: 4.1km Road: 6.3km Road: 16.5km Road: 16.0km Road: 31.0km Time: 4 mins Time: 6 mins Time: 18 mins Time: 15 mins Time: 22 mins Notes: (Dist) Direct distance between libraries. (Road) Distance by road between libraries (Time) Estimated travel time by road Source: Whereis.com, AECgroup

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3.2 Sites

According to the library guidelines presented in People Places which has now been adopted as the Western Australian guidelines by the State Library of Western Australia, the desirable site characteristics for public library buildings include:

x Main street or shopping area location; x High visibility from the street and shopping area; x Street frontage for the ground floor of the library; x High level of personal and property safety; x Close to and/or accessible from educational facilities; x Walking distance from public transport; x Full accessibility for people with limited mobility; x Potential for outdoor area; x Priority pedestrian access; x Access to convenient and safe car parking; x Access to community buses, mobile libraries and deliveries; and x Potential for future expansion.

A site assessment has been completed for each library, indicating the following:

x Midland Public Library: Located on Helena Street adjacent to the Junction with the Great Eastern Highway. Council owns the site and building. The library is located in a two-storey building with two street entrances. A major retail centre is located opposite the library resulting in high pedestrian traffic. There is no dedicated parking for library users with only limited 2 hour street parking and minimal staff parking available. Access to public transport is very good with a train station and bus interchange located nearby.

x Altone Park Public Library: Located within the multi-purpose Altone Park Recreation Centre in close proximity to the Altone Shopping Centre, Beechboro Central and Continental Shopping Centre. Council owns the site and building. The library is located on a main road though a lack of signage reduces its exposure and visibility to the community. The key locational advantage is the library’s collocation with other community facilities and its central location in the Beechboro area. Parking on the site is adequate though access to public transport is limited.

x Ballajura Public Library: Located on Kingfisher Avenue in close proximity to other community facilities including a community centre, aquatic centre and child care facility. Council owns the site and building. The library is located in close proximity to the Ballajura Shopping Centre and local schools. The library is located on a corner block of two main roads providing good exposure and visibility to the community. There is adequate parking located both behind and opposite the library and access to public transport is also good with several bus routes servicing the area.

x Ellenbrook Community Library: Located within the Ellenbrook Secondary College, the library is a joint partnership between the State Library of Western Australia, City of Swan and Department of Education. The site is owned by the Department of Education though the building is owned by Council. The library is located within 250 metres of the retail centre of Ellenbrook. Parking on the site is limited, especially during after school hours, with a lack of public transport services to the area. Access from the carpark to the site for disabled patrons is not suitable. The site has development potential with an expansion currently being considered.

x Bullsbrook Community Library: Located within the Bullsbrook District High School, the library is a partnership between the City of Swan and Department of Education. The site and building is owned by the Department of Education. The library does not currently have main street access limiting community awareness of the site. Parking on the site is currently been developed and should be adequate once completed. There is a lack of public transport services to the area with car the primary form of transport.

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x Guildford Public Library: Located within the old Council chambers on James Street. The library is located on the junction of two main roads with street access, which includes provision for disabled patrons. However, signage could be increased to improve exposure to pedestrians. Car parking on the site is very limited and there is often a shortage of street parking. Public transport accessibility is adequate with a bus stop located outside the library and a train station about 1km away. There is no shopping centre in Guildford and the library is also not in close proximity to local schools. The library has expansion potential in the carpark towards the rear of the site where it is not heritage listed.

Table 3.2: Site Characteristics of Existing Libraries

Site Characteristic Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Main street or shopping area location 9 9 9 8 8 9 High visibility from the street and shopping area 8 9 8 8 8 Street frontage for the ground floor of the library 9 8 9 8 8 9 High level of personal and property safety 9 9 8 8 9 Close to and/or accessible from educational facilities 9 9 9 9 9 8 Walking distance from public transport 9 8 9 8 8 9 Full accessibility for people with limited mobility 9 9 9 9 9 9 Potential for outdoor area 8 9 9 9 9 8 Priority pedestrian access 9 8 9 9 8 9 Access to convenient and safe car parking 8 9 9 8 9 8 Access to community buses, mobile libraries and deliveries 9 9 9 9 9 9 Potential for future expansion 8 9 9 9 9 8 Source: AECgroup 3.3 Facilities

According to the public library guidelines presented in People Places, the desirable facility characteristics for public library buildings includes:

x Size and range of services; x Image and identity; x Flexible and multifunctional buildings; x Order, orientation and functionality; x Accessibility and mobility; x Smart technology; x Marketing; x Ecological sustainability; x Lighting; x Acoustics; x Occupational health and safety; x Personal and property security; x Shelving; x Furniture and fittings; and x Asset management.

A facility review has been completed for each library, indicating the following:

x Midland Public Library: The library moved into its current building in 1997, which is a two-storey building, located within the Midland CBD. Having two storeys allows for more space on the site though causes issues with staffing and opening hours. The library includes a family learning centre though has limited facilities to conduct

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programming. Library management and staff offices are located on the upper level with staff toilets included. The Library also houses a Local History facility and space for a Volunteers information desk.

x Altone Park Public Library: The library was built in 1995 and is located within the multi-purpose Altone Park Recreation Centre. The standard of the building remains good though it is experiencing structural issues. The building was constructed on a swamp and part of the building is sinking. The building was recently painted and good natural light is also a positive. The library has access to the leisure centre rooms for programming and a significant staff room and librarians office.

x Ballajura Public Library: The library was built in 1991 and an extension in 2001 resulted in an additional 260sqm of floorspace. The building remains in good condition after the extension and includes a community meeting room and internal toilets. The adjacent community centre is also available for larger library programs. The library has a dedicated workroom with desks and a large flat screen TV without a dedicated viewing area.

x Ellenbrook Community Library: The library is located within the Ellenbrook Secondary College and is owned by Council. The building was opened in 2007 though there are still some building issues being finalised by the architect and Council. The library includes space for a coffee shop though the area remains empty after a tender process failed to find a tenant. The building includes community meeting rooms upstairs, a learning room and a school computer classroom.

x Bullsbrook Community Library: The library is located within the Bullsbrook School. The library was built in 1998 and is owned by the Department of Education. The library does not include any other community facilities or areas for library programming and the back area of the library is also relatively small with limited storage space.

x Guildford Public Library: The library is located within the old town hall building and was established in 1981. The library is the smallest of all libraries in the LGA and has a local focus. The building is heritage listed and includes a community hall. The library has older shelving in need of replacing.

Summarising the above analysis, the following ratings summary of each facility across key criteria is provided in Table 3.3.

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Table 3.3: Ratings of Facility Characteristics of Existing Libraries Facility Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Characteristic Size and range of 99 99 99 999 99 9 services Image and identity 99 99 99 999 8 8 Flexible and 99 99 99 999 8 8 multifunctional buildings Order, orientation 9 99 99 999 9 9 and functionality Accessibility and 8 99 99 99 8 9 mobility Smart technology 99 9 99 99 8 8 Marketing 9 9 9 9 9 9 Ecological 99 99 99 999 99 9 sustainability Lighting 99 999 99 999 99 99 Acoustics 99 8 99 999 99 99 Occupational 99 9 9 999 9 9 health and safety Personal and 99 99 99 9 99 99 property security Shelving 9 99 99 999 8 8 Furniture and 9 99 99 999 9 8 fittings Asset management 9 9 99 99 99 8 Note: 999 Excellent, 99 Good, 9 Average, 8 Poor Source: AECgroup

Swan Council is currently undertaking an overhaul of its facility maintenance planning to improve efficiency. As part of the new processes, Council is currently preparing condition audits for each Council owned building to identify maintenance requirements and will update them annually. Council is also introducing the Maloney Asset Management System to determine the requirements and priorities for facility management. Preliminary planning for the library buildings is for painting to be undertaken approximately every 5 years. 3.4 Space

A key element of the review of existing facilities is whether the space provided in the existing facilities is appropriate relative to community demand and need. In a qualitative context, this assessment includes discussion with library managers regarding the adequacy of space relative to usage trends and programs and services. In a quantitative context, the assessment includes assessment of the existing floor areas compared with the guidelines established for public libraries in People Places.

Based on discussions with library managers and independent inspection, the following assessment of space is provided:

x Midland Public Library: Midland Public Library is approximately 1,350sqm in size. The library has sufficient space for collections and has quite a large staff room and storage space. Consultation with staff indicates there is a requirement for meeting rooms and areas to conduct programming. Benchmarks indicate future space requirements of between 1,061-2,361sqm by 2021, which would require an expansion of up to 1,000sqm.

x Altone Park Public Library: Altone Park Public Library is approximately 890sqm in size. The library has adequate room to meet the requirements of the community due

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largely to it being co-located with the recreation centre. This provides access to meeting rooms and additional space for programming. The library has sufficient space for the collection and certain sections such as the video collection could be rationalised if additional space was required. Benchmarks indicate future space requirements of between 638-1,313sqm by 2021 which would require an expansion of up to 350sqm.

x Ballajura Public Library: Ballajura Public Library is approximately 890sqm in size. Public space within the library is adequate after the extension in 2001. The library has however, limited workspace to meet the requirements of staff and storage space is also an issue. Benchmarks indicate future space requirements of between 483- 977sqm by 2021 indicating that the library will not require an expansion in the next 15 years.

x Ellenbrook Community Library: Ellenbrook Public Library is approximately 1,249sqm in size. The library currently has adequate space to meet community requirements though the school will be extended in 2010 to include senior students. This will place increased pressure on the library and will require an expansion to meet the additional demand. The library currently has adequate space for staff and storage. Benchmarks indicate future space requirements of between 901-1,850sqm for the public library by 2021. Growth of the school would require a further increase to the size of the library.

x Bullsbrook Community Library: The Bullsbrook area is growing, placing space pressure on the library. The back area of the library is quite small with constraints on storage. Benchmarks indicate future space requirements of between 205-308sqm by 2021.

x Guildford Public Library: Guildford Public Library is approximately 300sqm in size. The library is the smallest in the LGA but has adequate space to meet its requirements. Slightly altering the interior design of the building by activating the foyer and other areas could improve the efficiency of available space. Benchmarks indicate future space requirements of between 185-270sqm by 2021, which would not require an expansion in the existing library.

In terms of the quantitative assessment, the People Places guidelines set out two methods to estimate the appropriate size of a library. The service-based benchmark is used to demonstrate the required size based on collection size and type and range of services and core functions that a library should incorporate. Six types of library space are defined in the service-based benchmark: Collection area; Reading and study areas; Resource areas (catalogues, photocopiers etc); Staff areas; Amenities and storage areas; and Additional service areas (storytelling, local and family history, meeting rooms). By comparison, the population-based benchmark assumes users primarily use their closest library and is based on the size of the population likely to have access to a library.

The research prepared for People Places indicated that the view of increasing use of technology for research and information translating to smaller public libraries had not yet surfaced. In some cases, public libraries have been required to provide additional space for technology such as computer training rooms, large areas for public access catalogues, dedicated computerised work stations for staff and additional storage areas for audio- visuals and CD-ROMS. Appropriate, functional and adequate space to accommodate new information technologies is now a major requirement of public libraries. New technologies such as self-check loans, self-help desks, quick use computers, wireless technology, ports for laptops and wireless networks together with specialist librarians to assist online users are all impact on library design and layout.

The space benchmarks calculated using the People Places guidelines are compared with the existing floor areas of the libraries to identify over/under supply and possible service gaps. A ratio of 1.25 items/capita has been used un the calculations as it is the benchmark for Western Australian libraries, and the only benchmark that can be evidenced at this stage state-wide. (see Table 3.4).

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Table 3.4: Existing Floor Area Compared with Projected 2021 Benchmarks, Swan (sqm) 1.25 items/capita Library Existing Service Population Midland Public Library 1,350 sqm 1,061 sqm 2,361 sqm Altone Park Public Library 893 sqm 638 sqm 1,313 sqm Ballajura Public Library 890 sqm 483 sqm 977 sqm Ellenbrook Community Library 1,249 sqm 901 sqm 1,850 sqm Bullsbrook Community Library 205 sqm 308 sqm Guildford Public Library 300 sqm 185 sqm 270 sqm Source: People Places, AECgroup 3.5 Implications for Planning and Service Delivery

Locations x Midland Public Library is located with the major regional commercial centre making it a good location. It is also located less than 4 kms from Guildford Public Library x The other libraries are located reasonable distances from each other to service local communities. x Ellenbrook and Bullsbrook are both located in schools causing some issues

Sites x Midland has good location in town centre

Facility x Altone park has structural issues with swamp location x Ballajura has recently been expanded so is in good condition x Guildford has heritage and parking issues

Space x Ellenbrook will have space issues in future with population growth and expansion of school x Midland will have space issues longer-term with population growth x Altone Park will have space issues with population growth longer-term

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4. Demographic & Development Trends

4.1 Library Catchments

Each library generally services a catchment. Swan’s library catchments have been defined based on consideration for the following factors:

x Size, role and services of each library; x Location of each library relative to community/retail nodes; x Existing pattern and distribution of patronage for each library; x Transport and access corridors and general traffic flows; x Geographic, physical and natural barriers.

Figure 4.1 illustrates the location of library services within Swan and their respective catchments, as defined for the purposes of this study.

x Midland Catchment: The most populous catchment reflecting the major regional role of the commercial centre and the library. The catchment comprises the suburbs of Bellevue, Caversham, Gidgegannup, Hazelmere, Herne Hill, Jane Brook, Koongamia, Middle Swan, Midvale, Midland, Stratton, Viveash, West Swan and Woodbridge.

x Altone Park Catchment: Comprises the suburbs of Beechboro, Kiara, Lockridge and Noranda and also includes the relatively unpopulated area of Whiteman to the north.

x Ballajura Catchment: The catchment is located to the south east of the LGA and is primarily comprised of the residential suburb of Ballajura. The catchment also includes the relatively unpopulated areas of Malaga to the south and Cullacabardee to the north.

x Ellenbrook Catchment: The catchment is located within the centre of the LGA and includes the suburbs of Belhus, Brigadoon, Ellenbrook, Henley Brook, Millendon, The Vines, Upper Swan and the virtually unpopulated area of Lexia to the east.

x Bullsbrook Catchment: The catchment covers a large physical location though is the least populous, comprising the suburb of Bullsbrook.

x Guildford Catchment: A small catchment area reflecting the relatively small size and local focus of the library. The catchment incorporates the suburbs of Guildford and South Guildford.

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Figure 4.1: Swan Library Catchments

Source: AECgroup 4.2 Recent Population Trends

According to the ABS estimated resident population series, there were an estimated 100,593 persons residing in the Swan LGA in 2007, representing growth of 3.4% from 2006 (see Figure 4.2). The LGA’s growth rate in 2007 represented an increase over the growth rate in 2005 and 2006 going against the trend of the last decade that has seen the growth rate steadily decline.

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Figure 4.2: Estimated Resident Population Trends, Swan LGA

120,000 5.0% Number of Persons (Left Axis) Annual % Growth (Right Axis)

100,000 4.0%

80,000 3.0%

60,000 2.0%

40,000 1.0%

20,000 0.0%

0 -1.0% 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Source: ABS 3218.0 Regional Population Growth

The Census population statistics for each catchment is presented in Table 4.1. The following summarises the population trends for each catchment:

x Midland Catchment: There were 28,629 usual residents on the night of the 2006 Census making it the largest catchment by population size with almost a third of residents in the LGA.

x Altone Park Catchment: There were 19,744 usual residents on the night of the 2006 Census, slightly over a fifth of the LGA population.

x Ballajura Catchment: There were 19,268 usual residents on the night of the 2006 Census, slightly over a fifth of the LGA population.

x Ellenbrook Catchment: There were 17,412 usual residents on the night of the 2006 Census.

x Bullsbrook Catchment: This catchment recorded a population of 3,953 usual residents on the night of the 2006 Census making it the smallest catchment by population size.

x Guildford Catchment: There were 4,272 usual residents on the night of the 2006 Census, less than 5% of the LGA population.

Table 4.1: Census Population by Catchment (2006) Catchment 2006 Population % of LGA Midland 28,629 30.7% Altone Park 19,744 21.2% Ballajura 19,268 20.7% Ellenbrook 17,412 18.7% Guildford 4,272 4.6% Bullsbrook 3,953 4.2% Swan LGA 93,278 100.0% Note: 2006 Census population estimates are based on persons usually resident. The figure is below that reported in the ABS 3218.0 Regional Population Growth report that adjusts the census estimate upwards for the number of Australian residents estimated to have been temporarily overseas at the time of the census. Source: 2006 ABS Census, AECgroup

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A change in available data between the 2001 and 2006 Census makes it difficult to accurately estimate the population trends for each catchment. Population trends can be analysed by assessing the population trends of the major residential suburbs between 2001 and 2006. These trends can be used as an indication for population growth in the catchments. The suburbs of Jane Brook and Caversham in the Midland catchment recorded a significant population growth between 2001 and 2006. This represents the expansion of residential areas in these suburbs. The suburbs of Ellenbrook, Henley Brook and The Vines in the Ellenbrook catchment all recorded high growth in excess of 7,000 residents in total reflecting its position as a major growth area. The suburb of Beechboro in the Altone Park catchment recorded growth of almost 2,000 residents. The suburb of Ballajura recorded a slight population decline of almost 500 residents while the population of the Guildford catchment both remained relatively stable between 2001 and 2006 (see Table 4.2)

Table 4.2: Census Population Trends Major Suburbs, Swan LGA Usual Residents 2001-2006 Urban Centres 2001 2006 Change Ave Growth (Persons) (%) Midland Catchment Caversham 1,860 2,506 646 6.1% Hazelmere 901 923 22 0.5% Herne Hill 1,545 1,470 -75 -1.0% Jane Brook 1,900 3,117 1,217 10.4% Middle Swan 2,743 2,619 -124 -0.9% Midland 3,618 3,935 317 1.7% Stratton 3,731 3,490 -241 -1.3% Viveash 779 801 22 0.6% West Swan 1,443 1,128 -315 -4.8% Woodbridge 1,013 1,072 59 1.1% Ellenbrook Catchment Belhus 216 255 39 3.4% Ellenbrook 5,478 10,478 5,000 13.8% Henley Brook 1,128 2,719 1,591 19.2% The Vines 1,392 1,974 582 7.2% Upper Swan 677 615 -62 -1.9% Altone Park Catchment Beechboro 11,055 12,885 1,830 3.1% Kiara 1,953 1,874 -79 -0.8% Lockridge 3,535 3,565 30 0.2% Ballajura Catchment Ballajura 19,720 19,235 -485 -0.5% Guildford Catchment Guildford 1,968 1,940 -28 -0.3% South Guildford 2,193 2,332 139 1.2% Source: 2001 and 2006 ABS Censuses, AECgroup 4.3 Demographic Trends

The demographic profiling in this report provides both an overview of 2006 Census demographic characteristics and trends over the last three Census periods (1996-2006). A summary of the key demographic characteristics is provided below with a detailed table presented in Appendix A.

There have been some key trends emerge in Swan’s demographics:

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x Age: The average age of the population has increased from 30.0 years to 33.6 years between 1991 and 2006, consistent with national trends of an ageing population, brought about by a number of social trends, including lower fertility rates and improving life expectancy. The proportion of persons aged over 65 years has increased from 7.5% to 8.7% over this period, whereas the proportion of children aged less than 14 years has declined from 27.0% to 24.0% (see Figure 4.3). There has also been a significant decrease in the 25-24 age bracket representing 18.3% of the population in 1991 down to 13.9% in 2006.

Figure 4.3: Age Demographics, Swan LGA

0-14 years 15-24 years 25-34 years 35-44 years

45-54 years 55-64 years 65+ years

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% 1996 2001 2006 2011 2016 2021

Source: ABS Census, id Consulting, AECgroup

x Ethnicity: The proportion of people born overseas living in the Swan LGA has declined steadily from 30.3% in 1996 to 27.7% in 2006. The UK remains the most common country of origin (9.1%) followed by New Zealand (2.7%).

x Indigenous Population: The proportion of residents of indigenous origin residing in the Swan LGA has remained relatively stable between 1996 and 2006 at about 2.8%. This is almost double the Perth LGA average of 1.5% and slightly below the Western Australian average of 3.0%.

x Language: The proportion of residents speaking a language other than English has decreased by half a percent to 14% in 2006. The main languages to increase in prominence have been Vietnamese, Serbian and Arabic.

x Households: There has been a significant decline in the proportion of couple families with children from 43.3% in 1996 to 37.4% in 2006 although still above the Perth average of 32.7%. Couple families without children have increased from 23.6% in 1996 to 25.1% in 2006. Lone person households have increased by 1.6% to 19% in 2006, reflecting a declining average household size.

x Employment: The unemployment rate in the Swan LGA has more than halved to 3.5% in the last 10 years, just below the Perth and Western Australian averages of 3.5% and 3.8% respectively. The participation rate is also above regional benchmarks, although has declined in the most recent 5-year period to 64.6%, possibly linked to the population’s ageing. Part-time employment has also decreased by 2.8% in the last 5 years.

x Finances: The average weekly income in the Swan LGA has increased from $914 in 2001 to $1,226 in 2006, below the Perth and Western Australia average of $1,300 and $1,270 respectively. Average monthly home repayments have also increased to $1334 in 2006 however still below the Perth average of $1434.

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x Qualifications: Post-school qualification levels have been increased by 10.2% to 40.3% in 2006, below the Perth average of 47.8% and Western Australia average of 45.7%. The proportion of persons with a Bachelors degree or higher has also increased from 6.7% in 1996 to 10.4% in 2006.

x Occupation: The majority of the residents are Technicians & trade workers, representing a decline of 0.4% to 17.9% in 2006. There have been an increasing proportion of professionals, community and personal service workers and labourers living in the Swan LGA.

x Vehicles: More than 90% of households own at least one motor vehicle in 2006 reflecting the high reliance on private transport in the Swan LGA. Of those residents owning motor vehicles, the proportion of households owning 3 or more vehicles has increased from 16.7% in 2001 to 20.3% in 2006, above the Perth and Western Australia average of 17.2% and 17.8% respectively.

There are distinct demographic and socio-economic trends in each of the library catchment areas. The following summaries are provided from the 2006 Census:

x Midland Catchment: The area is a relatively older area of the Swan LGA, due to a higher proportion of residents over 65 years of age. The area has a relatively lower proportion of residents born overseas. The catchment recorded the lowest proportion of couple families with children and the highest proportion of one-parent families and lone person households. Overall, the catchment is a relatively lower socio-economic area, recording the lowest average income, the highest unemployment rate and the lowest proportion of residents with a bachelor degree or higher.

x Altone Park Catchment: The residents in the area are the youngest of all the catchments due to a greater proportion of children in the 0-14 years group. The catchment recorded the lowest proportion of households owning their own home though the highest proportion currently purchasing their home. Overall, the catchment is a relatively higher socio-economic area, recording the highest average income and the lowest unemployment rate. The catchment also recorded the highest level of internet usage at home.

x Ballajura Catchment:. The catchment has an age distribution relatively similar to the LGA average with a slightly lower proportion of older residents. The area has the highest proportion of residents born overseas and over a quarter of residents speak a language other than English. The household structure is similar to the LGA average with a slightly higher proportion of couple families with children. The catchment has a relatively lower proportion of households renting.

x Ellenbrook Catchment: The area is a relatively younger area of the Swan LGA, due to a higher proportion of children and the lowest proportion of residents over 65 years of age. The area has a relatively higher proportion of residents born overseas: almost a quarter of residents speak a language other than English at home. The catchment recorded the highest proportion of couple families with children and the lowest proportion of couple families without children.

x Bullsbrook Catchment: The catchment has an age distribution relatively similar to the LGA average. The area has a relatively lower proportion of residents born overseas and the lowest proportion of residents speaking a language other than English at home. The catchment recorded the highest proportion of couple families without children. The area recorded the highest proportion of labourers, technicians and trade workers and the highest level of car ownership reflected by its isolated location.

x Guildford Catchment: The area has the oldest average age in the Swan LGA, reflected by the highest proportion of residents 65 years and over. The catchment recorded the highest proportion of single person households and a relatively lower proportion of couple families with children. Overall, the catchment is a relatively higher socio-economic area, recording the highest proportion of residents with a non- school qualification and a relatively higher average household income.

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4.4 Commercial Centres

The Swan Commercial Centres Strategy provides the basis for the planning and development of commercial centres within Swan for the next 15 years. It includes a framework for the location and distribution of commercial centres and guidance on the size and composition of each type of centre. The study builds on planning by the Western Australian Planning Commission, which prepared the Metropolitan Centres Policy Statement for the Perth Metropolitan Region (see Table and Figure 4.4).

Midland has been defined as a strategic regional centre in Perth with a role as a regional retail, commercial and administrative centre. Ellenbrook has been identified as a regional centre with an important role in the rapidly growing region. The table below provides an overview of the centres hierarchy in the Swan LGA.

Table 4.4: Hierarchy of Metropolitan Centres in Perth Centre Role Existing Centres in Swan Strategic Regional Multi-purpose and major employment Midland centres for a full range of retail, commercial, administrative, entertainment recreational and regional community facilities.

Regional Multi-purpose centres for retail, office, Ellenbrook community and entertainment facilities.

District Centres for weekly retail, service and N/a community facilities.

Neighbourhood Local centres for convenience shopping, Albion Village, Altone Park, Ballajura City, small offices and local services and The Marketplace, Glenview Markets, community facilities. Beechboro, Bullsbrook Village, Kiara, Ellenbrook, Stratton Park, Gidgegannup, Source: Metropolitan Centres Policy Statement for the Perth Metropolitan Region (2000)

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Figure 4.4: Hierarchy of Metropolitan Centres in Perth

Source: Metropolitan Centres Policy Statement for the Perth Metropolitan Region (2000)

The Midland Gate Shopping Centre is the largest shopping centre in the LGA with several major anchors. Shopping centres with major retail anchors are also located at Beechboro, Midland, Ellenbrook and Ballajura (see Table 4.5). Increasingly, libraries have accommodated within shopping centres to benefit from the high pedestrian exposure and retail/commercial activity.

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Table 4.5: Major Shopping Centres in Swan LGA Centre Location Anchor Tenants Midland Gate Shopping Centre Midland Big W, Kmart, Target, Coles Woolworths Midland Centrepoint Midland Woolworths Bullsbrook Shopping Centre Bullsbrook Supa IGA The Shops Ellenbrook Woolworths, Best & Less Woodlake Village Shopping Centre Ellenbrook Chemart, Video Ezy Glenview Marketplace Ballajura Woolworths Beechboro Central Shopping Centre Beechboro Coles, Liquorland Stratton Park Shopping Centre Stratton IGA Supermarket, Newspower Source: AECgroup

The Swan Commercial Centres Strategy proposes potential commercial centres to meet future urban expansion. An overview of new potential regional and neighbourhood centres includes:

x Large neighbourhood centres: o Ellenbrook o Albion Village. x Medium neighbourhood centres: o Ellenbrook (x3) o Caversham o Bennett Springs o Whiteman (west) o West Swan (east) o West Swan (west) x Small neighbourhood centre: o Jane Brook o Whiteman (east) o Ellenbrook 4.5 Residential Development

The Swan LGA is projected to record significant residential development over the next 10 years as the City of Perth expands out. The major source of additional dwellings and households in the City will be in new 'greenfield' opportunities that have been identified along the growth corridor. The Swan Urban Growth Corridor includes new urban expansion north from Beechboro and Caversham through West Swan and Henley Brook and including new development in Ellenbrook and The Vines (see Figure 4.5). Significant planning is currently underway to manage the urban expansion that will occur in the corridor.

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Figure 4.5: Urban Growth Areas in Swan LGA

Source: Urban Growth Policy12 4.6 Transport Infrastructure

The Swan LGA is located on the outskirts of Perth making private vehicles the major form of transport especially in the more isolated areas. The Midland line is the only suburban rail line servicing the Swan LGA running from Perth City and terminating at Midland. The main stations in the Swan LGA are Guildford, East Guildford, Woodbridge and Midland.

12 Source: City of Swan, Urban Growth Policy, www.cityofswan.com, accessed March 2008

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The Swan LGA has an extensive bus network with significant services especially in the more dense residential areas to the south of the LGA. Major bus interchanges located in the Swan LGA include, Beechboro (two interchanges), Bullsbrook, Ellenbrook, Henley Brook, Midland, South Guildford, Stratton and Upper Swan.

Major road arterials include:

x Great Northern Highway running north-south through Midland, Upper Swan and Bullsbrook;

x Reid Highway running east-west through Beechboro, Caversham and Middle Swan;

x Roe Highway running north-south along the south-east border of the LGA through Hazelmere and Midland;

x Darwin Highway/Lord Street running north-south bounds Ellenbrook, Henley Brook and West Swan;

x Lloyd St running north south from Hazelmere, Bellevue and Midland, and

x West Swan road running north through Caversham, West Swan, Henley Brook, Belhus. 4.7 Future Population Trends

The AECgroup has developed population projections by breaking down id Consulting’s projected population growth for each planning area into smaller areas that equate to the branch library catchments. These small area projections have then been aggregated for each library catchment area from a starting point of the 2006 Census (see Table 4.6).

x Midland Catchment: The catchment is projected to account for a significant proportion of population growth in the Swan LGA by 2021, growing by an average annual rate of 3.4% or 15,581 persons to 47,210 in 2021.

x Ellenbrook Catchment: The catchment is projected to account for the highest population growth in the Swan LGA by 2021, growing by an average annual rate of 5.7% or 22,644 persons to over 40,057 in 2021.

x Altone Park Catchment: Average population growth of 1.7% or 5,803 residents are projected for the catchment by 2021, totaling the number of persons to 25,546.

x Ballajura Catchment: The catchment is projected to experience a decline in the number of residents by 1,678 persons, totaling 17,590 in 2021.

x Bullsbrook Catchment: Average population growth of 2.7% or 1,951 residents are projected for the catchment by 2021, totaling the number of persons to 5,904.

x Guildford Catchment: Average population growth of 0.9% or 585 residents are projected for the catchment by 2021, totaling the number of persons to 4,857.

Table 4.6: Population Projections by Catchment, Swan LGA Projected Population Growth (2006-2021) Catchment 2006 2011 2016 2021 Persons Ave (%) Midland 28,629 34,306 40,747 47,210 18,581 3.4% Ellenbrook 17,412 25,340 33,073 40,057 22,644 5.7% Altone Park 19,744 20,548 22,503 25,546 5,803 1.7% Ballajura 19,268 18,457 17,855 17,590 -1,678 -0.6% Bullsbrook 3,953 4,609 5,264 5,904 1,951 2.7% Guildford 4,272 4,767 4,834 4,857 585 0.9% Total 93,278 108,026 124,276 141,165 47,887 2.8% Source: ABS Census 2006, AECgroup (2008)

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Figure 4.6: Population Projections by Catchment, Swan LGA

Midland Ellenbrook Altone Park Ballajura Bullsbrook Guildford 160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0 2006 2011 2016 2021

Source: ABS Census 2006, AECgroup (2008)

Figure 4.7: Projected Population Growth by Catchment, Swan LGA

50,000

40,000

30,000

20,000

10,000

-10,000 Midland Ellenbrook Altone Park Ballajura Bullsbrook Guildford Swan LGA

Source: ABS Census 2006, AECgroup (2008) 4.8 Implications for Planning and Service Delivery

Population growth

x Population is growing fast in the LGA x Significant growth is expected for the catchments of Ellenbrook (+22,644), Midland (+18,581) and Altone Park (+5,803) over the next 15 years.

Ageing Population

x The proportion of residents over the age of 65% is projected to increase over the next 15 years requiring library services to meet the needs of older residents moving forward x The Guildford and Midland catchments have the oldest populations

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Demographics

x Swan has a significantly higher proportion of residents of indigenous origin x The Guildford and Midland catchments have the highest proportion of residents of indigenous origin x The Ballajura and Ellenbrook catchments have the most residents who speak foreign languages indicating a proportionally higher need for library services to accommodate non-English speaking residents x The Ellenbrook and Altone Park catchments have the most families with children indicating the higher need for children’s services in these libraries x The Midland catchment is a lower socio-economic area

Residential growth

x Planning will need to reflect the growth expected for the Swan Urban Growth Corridor that will see the Ellenbrook and Midland catchments grow

Commercial centres

x Midland is the major regional commercial centre in the LGA and this will remain x New centres planned for the region are primarily neighbourhood centres

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5. Benchmarking

The data used to prepare this section is available from the State Library of Western Australia (WA), New South Wales Public Library Statistics (PLS) and Queensland Public Libraries Statistical Bulletin. These public library statistics contains summaries of reports submitted by public libraries to the State Library in their respective States. It provides a detailed measure of the performance, structure and activity of public libraries operating within their State.

The following key performance measures are examined:

x Population; x Membership; x Staff; and x Library stock.

These performance indicators were chosen because of their potential applications to library services planning and because of their usefulness as general indicators of library service on a state-wide basis. For each performance indicator, the benchmarks provide comparisons of the City of Swan Library Service and tracking of library performance measures for the 2006/07 period (this is the most recently available data available in WA, QLD and NSW).

In order to provide a broader basis to the benchmarking analysis, a selection of library statistics within and outside Western Australia is presented:

x Western Australia – Cockburn, Joondalup and Wanneroo; x Queensland – Caboolture; and x New South Wales– Riverina.

It is recognised that some Councils have higher or lower levels of population, and this is accounted for in benchmarks that provide per capita comparisons. Please note that caution should be used when comparing data between the different States, as there are varying geographic location and social factors. Consequently, these conditions create differing demands and needs which affect the type and scope of public library services provided. It should also be noted that there are diversity in the level of Government funding for each state and service delivery methods used to provide public library services.

5.1 Summary

The City of Swan Library Service has been benchmarked against the following comparative library services with a brief summary of results as follows:

x Joondalup Library Service (WA): consists of four Library service points: Joondalup, Whitford, Duncraig, and Woodvale. It has the largest population of the benchmarked areas and highest level of total qualified and FTE staffing levels, but this is not sustained when examined on a per capita basis. In this benchmarking exercise, Joondalup recorded the second highest issues per item of lending stock and third highest circulation per staff member. Joondalup has the highest number of registered borrowers and the highest level of membership on a per capita basis (74.2%). The library service holds the largest stock collection, representing the third highest on a per capita basis.

x Cockburn Public Library & Information Service (WA): The library service consists of three branch libraries: Coolbellup, Spearwood and Success. Cockburn recorded the lowest population level of the benchmarked areas and reported the lowest registered borrowers in 2006/07. It has the third lowest ratio of borrowers as a percentage of their population and the lowest FTE staffing level. However, when examined on a per capita basis, the library service reported the greatest number of population per staff member. As a result the library service, recorded the second

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highest loans per staff member. Cockburn’s level of stock turnover is notable (third highest), given that they house the smallest collection items compared to other benchmarked libraries.

x Wanneroo Library Service (WA): consists of four (4) Library service points and a Mobile Library Service. When benchmarked, Wanneroo recorded the lowest ratio of borrowers expressed as a percent of the resident population. Additionally, the library service recorded the second lowest library materials per head of population resulting in the second lowest circulation per capita. Wanneroo has relatively low staffing levels compared to many of the benchmarked libraries. Consequently, the library service recorded the second lowest issues per staff member and lower levels of stock turnover.

x Caboolture Library Service (QLD): the service consists of six (6) branch libraries, four (4) community libraries and a Library Express located at the train station. In line with higher population levels, the library service recorded higher levels of FTE and qualified staffing compared to the benchmarked libraries. When benchmarked, the Library service recorded the second highest registered borrowers. This represents the second highest on a per capita basis. Despite recording the third lowest library stock on a per capita basis, Caboolture recorded the highest turnover of stock and subsequently highest levels of circulation per capita and loans per staff member.

x Riverina Regional Library Service (NSW): provides library services to nine (9) LGAs, and consists of 13 stationary library branches and one mobile library / telecentre. Riverina recorded the second lowest FTE staffing level and as a result the lowest loans per staff member. It has the second lowest ratio of borrowers as a percentage of their population. Despite recording the highest library materials per head of population, Riverina reported lower levels of stock turnover and the lowest loans per head of population.

5.2 Population

The population of City of Swan as at 2006/07 was just under 100,000 the second lowest of all benchmarked libraries. The highest population level was recorded in Joondalup (155,135) while Cockburn recorded the lowest at just over 80,000.

Figure 5.1: Population

180,000 Population Benchmarked Average 160,000

140,000

Benchmarked Average =114,744 120,000

100,000

80,000

60,000

40,000

20,000

0 Swan (WA) Joondalup Caboolture Wanneroo Riverina Cockburn (WA) (QLD) (WA) (NSW) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

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5.3 Members

5.3.1 Registered Borrowers

In 2006/07 Swan had a total of 39,650 registered members, below the benchmarked average of 51,739. Joondalup reported the highest levels of registered borrowers at approximately 115,100 over the period. Cockburn recorded the lowest levels of registered borrowers, reporting under 30,000 members for the 2006/07 period.

It should be noted that in some instances, annual deletion of inactive borrowers are being completed at disparate times in each yearly cycle.

Figure 5.2: Registered Borrowers

120,000 Total Members Benchmarked Average

100,000

80,000

60,000 Benchmarked Average = 51,739

40,000

20,000

0 Swan (WA) Joondalup Caboolture Wanneroo Riverina Cockburn (WA) (QLD) (WA) (NSW) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

5.3.2 Borrowers as Percentage of Resident Population

This indicator shows the number of people who borrowed books and other items during the year, expressed as a percentage of the resident population. It is important to note that many people use public libraries and do not necessarily become registered members.

For Swan, the number of resident borrowers was 40.7% of total resident population, during 2006/07, below the benchmarked average (42.9%) but second highest in comparison to the benchmarked libraries. In particular, Joondalup reported the highest registration level at 74.2% for the 2006/07 period while Wanneroo recorded the lowest at 33.2% members per capita.

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Figure 5.3: Borrowers as % of resident population

80% Members as % of population Benchmarked Average

70%

60%

50% Benchmarked Average = 42.9% 40%

30%

20%

10%

0% Swan (WA) Joondalup Caboolture Cockburn Riverina Wanneroo (WA) (QLD) (WA) (NSW) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

5.4 Library Stock

5.4.1 Library Materials per Capita

Swan recorded the second highest level of library stock per capita (2.18), comparatively higher than the benchmarked average (1.77). For the 2006/07 period, Riverina recorded the highest average number of library materials per capita (2.29) while Cockburn reported 1.34 library materials per head of population for this period, the lowest of all benchmarked libraries.

Figure 5.4: Library Materials Per Capita

Library materials per capita Benchmarked Average

2 Benchmarked Average =1.77

0 Swan (WA) Riverina Joondalup Caboolture Wanneroo Cockburn (NSW) (WA) (QLD) (WA) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

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5.4.2 Circulation per capita

For the 2006/07 period, 7.95 items per head of population were borrowed in Swan which is above the benchmarked average (7.14). For the 2006/07 period, Caboolture recorded the highest circulation per capita at 9.21 items followed by Joondalup (8.93). In comparison, Riverina recorded the lowest circulation per head of population at 4.93.

Figure 5.6: Circulation per capita

10 Circulation per capita Benchmarked Average 9

8 Benchmarked average = 7.14 7

0 Swan (WA) Caboolture Joondalup Cockburn Wanneroo Riverina (QLD) (WA) (WA) (WA) (NSW)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

5.4.3 Turnover of stock

This indicator reports the level of stock turnover across benchmarked libraries for the 2006/07 period. In 2006/07, Swan recorded 3.64 issues per item of lending stock, comparatively under the benchmarked average (4.27). Caboolture reported the highest level of stock turnover (6.03), followed by Joondalup (4.94). Meanwhile, Riverina reported the lowest turnover of stock (at 2.4 issues per item of stock)

Figure 5.7: Turnover of Stock

7 Turnover of stock Benchmarked Average

5 Benchmarked Average =4.27

0 Swan (WA) Caboolture Joondalup Cockburn Wanneroo Riverina (QLD) (WA) (WA) (WA) (NSW)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

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5.4.4 Circulation per staff member

Loans per staff member at Swan were recorded to be approximately 18,300 for 2006/07 period, which is below the benchmarked average (21,369). Caboolture (28,500) and Cockburn (27,200) reported the highest circulation per staff member over the period. Riverina recorded the lowest circulation per staff member with approximately 15,500 items lent per staff member.

Figure 5.8: Circulation per Staff Member

30,000 Circulation per staff member Benchmarked Average

25,000

Benchmarked average = 21,369

20,000

15,000

10,000

5,000

0 Swan (WA) Caboolture Cockburn Joondalup Wanneroo Riverina (QLD) (WA) (WA) (WA) (NSW) Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07 5.5 Staffing Levels

5.5.1 Total qualified staff / Total FTE

In line with population levels, the number of Full Time Equivalent (FTE) staff (60.6) and qualified ‘professional’ staff (16.6) employed at Joondalup was highest of all benchmarked libraries in 2006/07 while Cockburn reported the lowest staffing levels. Swan reported an FTE of 42.2 library staff serving their population, which is third highest in comparison to the benchmarked libraries.

This data needs to be interpreted in relation to circulation and population levels as well as number of service points and service levels.

Figure 5.9: Total Qualified Staff / Total FTE staff

70 Total FTE staff Total FTE Librarians

0 Swan (WA) Joondalup Caboolture Wanneroo Riverina Cockburn (WA) (QLD) (WA) (NSW) (WA) Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

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5.5.2 Population per Total FTE

This indicator shows the population served per FTE staff member across benchmarked libraries for the 2006/07 period. Swan served the lowest number of population per staff member for the period ended 2006/07 due to comparatively higher staffing levels (2,308) while Cockburn recorded the greatest number of population per staff member at 4,231 persons per staff member.

Figure 5.10: Population per Total FTE

4,500 Population per FTE staff member Benchmarked Average 4,000

3,500 Benchmarked Average = 3,041 3,000

2,500

2,000

1,500

1,000

500

0 Swan (WA) Cockburn Riverina Caboolture Wanneroo Joondalup (WA) (NSW) (QLD) (WA) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

5.5.3 Population per Qualified staff

Swan recorded the lowest ratio of population per qualified staff member in 2006/07 (average of 6,900 persons per staff member), indicating that they have adequate levels of qualified staffing numbers. In contrast, Wanneroo (16,000) and Cockburn (14,000) serve a higher population per qualified staff member due to lower qualified staffing levels.

Figure 5.11: Population per qualified staff member

18,000 Population per qualified FTE staff Benchmarked Average

16,000

14,000

Benchmarked Average = 11,586 12,000

10,000

8,000

6,000

4,000

2,000

0 Swan (WA) Wanneroo Cockburn Caboolture Riverina Joondalup (WA) (WA) (QLD) (NSW) (WA)

Source: State Library of Western Australia, QLD Public Libraries Statistical Bulletin 06/07, NSW Public Library Statistics 06/07

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5.6 Implications for Future Planning

The City of Swan Library Service consists of six (6) branch libraries and services a population of approximately 97,000 people as at 2006/07. In 2006/07, Swan recorded a total of 39,650 members, representing the second largest ratio of registered borrowers per capita (40.7%) compared to many of the benchmarked libraries. The library service reported the second highest level of library material per capita resulting in third highest issues per head of population.

The library service holds above average levels of library stock, but reported the second lowest level of stock turnover. The low level of issues per item of stock indicate that there are opportunities for the library to review their collection on an ongoing basis, using turnover rates, user feedback as well as demographic data of area. This ensures that the collection remains fresh and inviting and meets the needs of various target groups, including older persons/persons with a disability, children and families and youth.

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6. Business Performance

6.1 Operational Costs

The figure below (Figure 6.1) illustrates the ratio of operating costs to issues made for each of the six library branches, including a share of the total library administration costs, which were allocated according to the number of issues made. It should be noted that the ratio is not the same as the actual cost of making each issue. Some costs will be incurred in other areas not concerned with issues i.e. referencing and IT access however, the ratio does give a guide to the relative costs of each branch and provides an indication of which branches may require detailed assessment to determine the causes of these ratios.

Although budgeted costs data is available for 2007-08, issues data is not. In order to review the 2007-08 information it has been assumed that each branch makes the same number of issues in both years.

Figure 6.1: Operating Costs per Issue Made 2006-07 and 2007-08

$10.00

$9.00

$8.00

$7.00

$6.00

$5.00

$'s per Issue $'s $4.00

$3.00

$2.00

$1.00

$- Bullsbrook Ballajura Ellenbrook Altone Park Midland Guildford

$ Per Issue 06-07 $ Per Issue 07-08 Average 2006-07 Average 2007-08

Source: City of Swan Libraries

In 2006-07, the average operating cost per issue across all branches was $3.99 with Bullsbrook having the lowest cost of $3.25 and Guildford the highest of $4.65 a difference of $1.40 (43.2%) per issue. Only Guildford and Midland were above the average cost, suggesting that these branches may be in a higher cost grouping than the other four branches. In 2006-07, Bullsbrook, Ballajura, Ellenbrook and Altone Park had average costs per issue of $3.67, Midland and Guildford had average costs of $4.62, $0.96 higher (26.1%) per issue.

All branches experienced an increase in the cost per issues ratio in 2007-08, with total budgeted operating costs increasing by $946,696 (30.1%). It is not thought that there has been an equally large increase in the volume of issues made in the same period however, Ellenbrook, which only became fully operational in 2007 can be disregarded from the 2007-08 analysis as it is anticipated to have seen a large increase in issues made since it went fully operational, this could be verified once the issues data is available.

Of the remaining branches, Guildford again has the highest cost per issue at $6.00, an increase of 29.1% on 2006-07, and $1.78 more than Bullsbrook, which had the joint lowest cost per issue of $4.22. Guildford is again the highest costing branch and the difference between its costs and those of Midland appears to be increasing. In 2006-07 costs were $0.05 per issue (1.1%) more than Midland (the second highest cost branch) by 2007-08 this difference has increased to $0.92 (18.2%) per issue despite Midland

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remaining the second highest costing branch, which could be attributed to some centralized functions undertaken at that location.

As noted earlier, these figures do not prove that Guildford is a performing poorly, however they do suggest that detailed investigation should be undertaken to identify the causes of these results.

6.2 Staffing costs

The following figure shows the ratio of the 2007-08 staff costs of each library branch divided by the number of loans made by that branch in 2006-07. The ratio does not attempt to show the full cost of each issue made but does give an indication of the relative efficiency of the branches.

Figure 6.2: Ratio of staffing costs to loans

$4.00 Staff Costs per Issue Average Staff Costs per Issue $3.50

$3.00

$2.50

$2.00

$1.50

$1.00

$0.50

$- Bullsbrook Ballajura Altone Park Midland Guildford Ellenbrook

Source; AECgroup

There is a significant spread of staff costs per issue made. Ellenbrook has the highest ratio of $3.67 per issue, $1.11 higher than the average cost of $2.56 and $1.90 higher than the lowest cost branch Bullsbrook, which had a staff cost per issue of $1.77. Ignoring Ellenbrook, the remaining branches have similar ratios with $1.02 separating Bullsbrook and Guildford.

The following figure (Figure 6.3) shows the average number of issues made per hour by each FTE. This is calculated by dividing the average number of issues made per hour by the average number of staff on duty at each branch during opening hours.

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Figure 6.3: Average number of issues made by hour by FTE

14.00

Issues per Hour per FTE 12.00 Average Issues per Hour per FTE

10.00

8.00

6.00

4.00

2.00

- Ellenbrook Midland Guildford Bullsbrook Altone Park Ballajura

Source: AECgroup

There is a significant range of outputs between the branches with each member of staff at the Ballajura branch completing 12.6 issues per hour compared to an average across the branches of 10.5 and a lowest ratio of 7.1 at Ellenbrook. The issues ratio at Ellenbrook was 38% lower than at the next lowest branch Midland, which had a ratio of 9.84. The size of these libraries puts them in a slightly different category and it is evident that performance is impacted by factors such as operations over two levels at Midland and the scope of activity conducted outside of lending.

6.3 Business Performance Indicators

This section provides an analysis of the key business performance indicators for the City of Swan Library Service. The information presented will include a summary of key statistics to provide an indication of the level of utilisation of library services by the community, and the performance of the library service over three years from 2004-05 to 2006-07.

The business performance information presented will include the following indicators:

x Member information; x Visitor information; x Loans information; and x Collection information.

The selection of the business performance indicators was intended to provide City of Swan with a tool to review the library’s performance over time as well as allowing benchmarking and comparison between the different branches. It also provides valuable information about the quality of service being offered at different branches. It should be noted that the supply of library materials and demand/interest indicators are key to understanding the overall outcomes of the business performance of the libraries.

6.3.1 Registration

6.3.2 Total Registration

In the 2006/07 financial year, the City of Swan recorded a total of 40,500 registered members. Midland Library accounted for, on average, 35.8% of total council library registrations in the City of Swan between 2004/05 and 2006/07, comparatively more

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than Ballajura (22.8%), Altone Park (20.8%), Ellenbrook (10.1%), Bullsbrook (6.4%) and Guildford (3.1%).

It should be noted that the increases/decreases across years could be accounted for, in some instances, due to deletion of inactive borrowers. During 2004/05 and 2005/06 inactive patrons were not deleted. However, in 2006/07, policy changed and members who had not used the library system for two (2) years were deleted. A total of 12,394 patrons were deleted from the system in February 2007. This was the first patron delete that had been done for 15 months. Parameters changed in December 2007 and patrons now need to be inactive for five (5) years before they are deleted.

Figure 6.4: Total Registration by Library

18,000 2004/05 2005/06 2006/07 16,000

14,000

12,000

10,000

8,000

6,000

4,000

2,000

0 Midland Ballajura Altone Park Ellenbrook Bullsbrook Guildford

Source: City of Swan Library Service

6.3.3 New Registration

In the 2006/07 financial year, total new registrations to the City of Swan library service was 8,401. This figure demonstrates that total new registrations have increased by 6.1% from 2004/05 to 2006/07 (or average annual growth of 2.0% or 1,250 new registrations). However, within the total there have been significant variations between the outputs from each of the library branches.

With the exception of Ellenbrook and Bullsbrook, all council libraries in the City of Swan experienced a fall in new registrations between 2004/05 and 2006/07. In line with total registrations, Midland Library accounted for, on average, 34.1% of total new library registrations for City of Swan Council libraries between 2004/05 and 2006/07. However this figure represents a fall in proportion of total new registrations of 1.4 percentage points. Altone Park Library experienced the greatest fall in proportion in terms of total new registrations (down 3.4%) from 2004/05 to 2006/07, followed by Ballajura Library (down 2.2%).

However, Ellenbrook recorded the strongest growth in new registrations over the three- year period, with the total number of registrations increasing at an average annual rate of 30.1 % (or over 33,000 new members per annum). Similarly, Bullsbrook experienced an increase in performance in terms of new membership, recording average annual growth of 7.8%.

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Table 6.1: New Members by Branch Branch 2004/05 2005/06 2006/07 Total Average Annual Growth Rate Overall Growth Rate 2005-2007 2005-2007 Altone Park 1,821 1,742 1,553 5,116 -5.2% -14.7% Ballajura 1,760 1,552 1,586 4,898 -3.4% -9.9% Bullsbrook 450 479 564 1,493 7.8% 25.3% Ellenbrook 834 988 1,835 3,657 30.1% 120.0% Guildford 283 219 207 709 -9.9% -26.9% Midland 2,776 2,661 2,665 8,102 -1.4% -4.0%

Total 7,924 7,641 8,410 23,975 2.0% 6.1% Source: City of Swan Library Service

Figure 6.5: New Members By Branch

3,000 2004/05 2005/06 2006/07

2,500

2,000

1,500

1,000

500

0 Midland Ellenbrook Ballajura Altone Park Bullsbrook Guildford

Source: City of Swan Library Service

6.3.4 Non-Resident Registration

As at 18 December 2007, the total number of non-resident registration to all Council libraries within the City of Swan was 11,765 members. This figure represents, on average, 26.9% of total council library registrations in the City of Swan as at December 2007. Midland Library accounted for, on average, 44.3% of total council non- resident library registrations in the City of Swan as at December 2007, comparatively more than Ballajura (22.5%), Altone Park (22.5%), Bullsbrook (7.3%), Guildford (2.1%) and Ellenbrook (1.3%).

In terms of non-resident registrations, Midland Library attracted relatively large proportions of borrowers from Mundaring LGA (69.7%) while the majority of non-resident borrowers at Altone Park come from Bayswater LGA (64.1%).

By comparison, Bullsbrook Library attracted large numbers of non-resident borrowers from Chittering LGA while a high proportion of non-resident borrowers at Ballajura Library reside in Wanneroo LGA.

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Figure 6.6: Location of Non-Resident Borrowers by Branch

3,500 Altone Park Bullsbrook Ballajura

3,000 Ellenbrook Guildford Midland

2,500

2,000

1,500

1,000

500

0 Bassendean Baysw ater Belmont Chittering Kalamunda Mundaring Stirling Toodyay Wanneroo LGA

Source: City of Swan Library Service

Figure 6.7: Non-Resident Registration By Branch

6,000

5,000

4,000

3,000

2,000

1,000

0 Midland Ballajura Altone Park Bullsbrook Guildford Ellenbrook

Source: City of Swan Library Service

6.3.5 Visitor Numbers

The table below shows the total number of visits to all Council libraries within City of Swan from 2004/05 and 2006/07. In the 2006/07 financial year, the total visits to all branch libraries was 507,606 visits. This represents an increase of 21.4% in the number of visits between 2005/06 and 2006/07 (or approximately 89,000 visitors). It is clear that Midland dominates this group with over 156,000 visits in 2006/07. However, within the total there have been significant variations between the outputs from each of the branches.

Over the past three years, the Ellenbrook and Ballajura libraries have experienced an increase in performance in terms of visitation, averaging an annual visitation growth rate of 24.8% (or 14,700 visitors) and 6.1% (or 5,600 visitors), respectively. Meanwhile all other council libraries in the City of Swan experienced a fall in visitation levels between

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2004/05 and 2006/07, with Bullsbrook (down 11.0%) and Guildford (down 5.4%) recording the greatest fall in visitation numbers. Altone Park recorded a similar experience, recording a decline of 2.1% in visitation numbers between 2004/05 and 2006/07 (or approximately 2,000 visits).

Table 6.2: Visitation Summary Statistics Branch 2004/05 2005/06 2006/07 Total Average Annual Overall Growth Growth Rate 2005- Rate 2005-2007 2007 Midland 163,194 142,826 156,996 463,016 -1.3% -3.8% Ballajura 85,930 87,282 102,762 275,974 6.1% 19.6% Altone Park 92,837 93,756 90,850 277,443 -0.7% -2.1% Ellenbrook 46,650 45,829 90,733 183,212 24.8% 94.5% Bullsbrook 50,646 28,627* 45,054 124,327 -3.8% -11.0% Guildford 22,412 19,956 21,211 63,579 -1.8% -5.4%

Total Visitation 461,669 418,276 507,606 1,387,551 3.2% 10.0% Annual Percentage Change -9.4% 21.4% Note: * visitation data recorded for Bullsbrook in 2005/06 was incomplete. Source: City of Swan Library Service

Figure 6.6: Visitors by Branch

180,000 2004/05 2005/06 2006/07 160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0 Midland Ballajura Altone Park Ellenbrook Bullsbrook Guildford

Note: * visitation data recorded for Bullsbrook in 2005/06 was incomplete. Source: City of Swan Library Service

6.3.6 Total Stock

The Table below shows that the total library stock has increased from 175,957 collection items in 2004/05 to 237,995 items in 2006/07. This represents a total growth of 35.3% over the period, equating to an average annual increase in stock items of 10.6% per annum.

All six council libraries in the City of Swan have experienced strong annual growth in their collection items between 2004/05 and 2006/07. The majority of the collection items are at Midland Library, although this library has experienced slower annual growth in collection items compared to Ellenbrook library (11.4% average annual growth rate compared to 17.1%, respectively).

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Table 6.3: Total Stock Branch 2004/05 2005/06 2006/07 Total Average Annual Growth Rate Overall Growth Rate 2005-2007 2005-2007 Altone Park 31,573 33,471 42,716 107,760 10.6% 35.3% Ballajura 40,224 43,319 55,254 138,797 11.2% 37.4% Bullsbrook 27,079 27,716 29,561 84,356 3.0% 9.2% Ellenbrook 19,386 22,073 31,091 72,550 17.1% 60.4% Guildford 11,976 12,697 16,180 40,853 10.5% 35.1% Midland 45,719 50,595 63,193 159,507 11.4% 38.2%

Total 175,957 189,871 237,995 603,823 10.6% 35.3% Source: City of Swan Library Service

Figure 6.7: Total Library Stock

70,000

2004/05 2005/06 2006/07 60,000

50,000

40,000

30,000

20,000

10,000

0 Midland Ballajura Altone Park Ellenbrook Bullsbrook Guildford

Source: City of Swan Library Service

6.3.7 Loans by Branch

Midland Library, on average, accounted for 32.8% of all loaned items from City of Swan Council libraries between 2004/05 and 2006/07, more than Ballajura (23.0%), Altone Park (19.7%), Ellenbrook (11.7%), Bullsbrook (8.1%) and Guildford (4.7%).

Over the past three years, all branch libraries in Swan recorded an increase in performance in terms of loans, with the total number of loans made by Swan Library Services increasing by 23.4% (or over 169,000 loans). In particular, Ellenbrook experienced the largest increase in performance in terms of loan numbers, recording an average annual increase of 16.4% (or 14,300 loans per annum).

Table 6.4: Loans by Branch by Year Branch 2004/05 2005/06 2006/07 Total Average Annual Growth Overall Growth Rate Rate 2005-2007 2005-2007 Altone Park 146,452 142,221 166,997 455,670 4.5% 14.0% Ballajura 169,457 159,119 205,103 533,679 6.6% 21.0% Bullsbrook 54,489 58,528 74,210 187,227 10.8% 36.2% Ellenbrook 74,389 80,562 117,303 272,254 16.4% 57.7% Guildford 35,141 32,792 41,520 109,453 5.7% 18.2% Midland 244,700 226,294 288,801 759,795 5.7% 18.0%

Total 724,628 699,516 893,934 2,318,078 7.2% 23.4% Source: City of Swan Library Service

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Figure 6.8: Loans by Branch by Year

300,000

2004/05 2005/06 2006/07

250,000

200,000

150,000

100,000

50,000

0 Midland Ballajura Altone Park Ellenbrook Bullsbrook Guildford

Source: City of Swan Library Service

6.3.8 Loans by Category – All Branches

The number of loans for each category of collection item grew at the Midland Library from 2004/05 to 2006/07. Loans of junior fiction (41.4%) and adult non fiction (18.3%) items increased the most significantly over the year, while the junior non fiction collection experienced the weakest growth over the period (0.7%).

The Ellenbrook Library also recorded a strong increase in total loans in 2006/07 when compared to 2004/05 (57.7%). In particular, the adult fiction (74.2%) and junior fiction (64.8%) experienced the strongest growth in loan numbers over the period.

The total number of loans made by Ballajura has increased between 2004/05 and 2006/07, with total lending increasing by 21.0% over the period. The junior fiction collection recorded the strongest increase over the period (up 44.0%) while loans of junior kit fell by 5.1%.

With the exception of the junior non-fiction collection, the number of loans by each category of collection item at Altone Park Library grew over the three-year period, with junior fiction (up 28.6%) and junior kit (20.0%) experiencing strongest growth in loan numbers.

Guildford consistently recorded the lowest number of loans over the three-year period in comparison to the other branch libraries in Swan. The adult fiction was the most popular item loaned, recording an increase of 35.8% from 2004/05 to 2006/07 while the adult non-fiction recorded the weakest growth over the period (up 0.5%).

6.3.9 Ratio of Loans to Collection Items

In terms of loans per collection item, Midland and Altone Park Library have outperformed other library branches in Swan every year between 2004/05 and 2006/07. The Ellenbrook Library has also performed particularly well.

Based on loans for key categories, in 2006/07 Midland Library recorded 4.57 loans for every collection item, above the 3.91 loans per collection item recorded by Altone Park Library and 3.77 loans recorded in Ellenbrook. With the exception of Bullsbrook Library, all council libraries in the City of Swan have recorded faster growth in collections than in

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loans, resulting in the ratios between loans and collection items falling for each library between 2004/05 and 2006/07.

Table 6.5: Ratio of Loans per Collection Item Statistics 2004/05 2005/06 2006/07 Midland 5.35 4.47 4.57 Altone Park 4.64 4.25 3.91 Ellenbrook 3.84 3.65 3.77 Ballajura 4.21 3.67 3.71 Guildford 2.93 2.58 2.57 Bullsbrook 2.01 2.11 2.51

Total 4.64 4.25 3.91 Source: City of Swan Library Services

Figure 6.9: Ratio of Loans vs Collection – all branches

6.00 2004/2005 2005/2006 2006/2007

5.00

4.00

3.00

2.00

1.00

0.00 Midland Altone Park Ellenbrook Ballajura Guildford Bullsbrook

Source: City of Swan Library Service

With the exception of Guilford and Ballajura, all branch libraries in Swan experienced an increase in performance for four of the five key categories, with only ‘junior non fiction’ collection recording a significant decrease in loans per collection item between 2004/05 and 2006/07. The falling ratio between loans and collection item for ‘junior non fiction’ collection can be attributed to faster growth in this collection category compared to loans at each branch library in City of Swan.

Conversely, the ‘adult fiction’ category was the best performing category in terms of loans per collection items for Ellenbrook (up 42.5%), Ballajura (27.0%) and Guilford (18.7%) in 2006/07 when compared to 2004/05 while the ‘junior fiction’ collection was the best performing collection for Midland (27.2%), Ballajura (27.0%) and Altone Park (16.4%). In contrast, the ‘adult non fiction’ collection improved the most significantly for Bullsbrook library (up 42.2%).

6.3.10 Loans via Borrower Self Service

The figure below provides a snapshot of the levels of loans via borrower self service for the October – December 2007 quarter. As can be seen below, the Ellenbrook library, on average, accounted for 47.2% of all borrower self-check service from City of Swan Council libraries for the October – December 2007 quarter, significantly more than both Ballajura (23.9%) and Midland (20.4%) libraries. However, Midland library recorded the largest levels of reservations placed via web and amended via web in comparison to other branch libraries in Swan (both 34.5% respectively).

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Figure 6.10: Loans via Self-Check

25,000 Loans on self - check units Loan renewal via web 20,000 Reserations placed via web Reservations amended via web

15,000

10,000

5,000

0 Ellenbrook Ballajura Midland Altone Bullsbrook Guildford

Source: City of Swan Library Service

6.4 Implications for Future Planning

For the 2006/07 period, approximately 40,000 members were registered in the City of Swan, equating to a ratio of 41.0% members per capita. Based on business performance statistics, it can be seen that City of Swan recorded an increase in total new registration between 2004/05 and 2006/07 (up 6.1%), with the majority of new registrations recorded at Ellenbrook and Bullsbrook libraries. Non-resident registration accounted for, on average 26.9% of total council registration in the City of Swan, with the highest proportion of non-resident registrations recorded at Midland, Altone Park and Ballajura Libraries.

In 2006/07 financial year, there were approximately 510,000 visits made to all Council libraries in the City of Swan, representing an increase of 10.0% in the number of visits between 2004/05 and 2006/07 (or 46,000 visitors). Midland dominates this group with over 156,000 visits in 2006/07. However this figure represents a fall of 3.8% in performance in terms of visitation over the three-year period. Similarly, Bullsbrook (down 11.0%) and Guildford (down 5.4%) recorded a fall in visitation numbers while Ellenbrook and Ballajura libraries experienced growth in visitation in annual terms over the three-year period.

In terms of total stock, all Council libraries in Swan recorded strong annual growth in their collection items between 2004/05 and 2006/07, with the majority of the collection items housed at Midland and Ballajura libraries. Levels of loans are increasing across the City, with all libraries recording positive average annual growth. In particular, Ellenbrook library recorded the strongest performance in terms of loan numbers (up 57.7% or 43,000 loans).

However, in terms of loans per collection item, the total library service has performed poorly, recording 3.91 loans for every collection item in 2006/07, a decrease in performance compared to the previous two years. However, within the branches, Midland and Altone Park Library have outperformed other library branches in Swan every year from 2004/05 to 2006/07. For the financial year ended 2006/07, Midland recorded 4.57 loans per collection item while Altone Park recorded 3.91 loans for every collection item.

Loans per major collection categories have been mapped over the past three years to identify collection trends. All branch libraries in Swan experienced a decrease in

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performance in loans per collection item for ‘junior non fiction’ collection between 2004/05 and 2006/07. However, the ‘adult fiction’ category was the best performing category in terms of loans per collection items for Ellenbrook (up 42.5%) in 2006/07 when compared to 2004/05 while the ‘junior fiction’ collection was the best performing collection for Midland (27.2%), Ballajura (27.0%) and Altone Park (16.4%). In contrast, the ‘adult non fiction’ collection improved the most significantly for Bullsbrook library (up 42.2%). Analysis of turnover of stock shows that there is an opportunity to review the product mix in the libraries in relation to needs at the local level, particularly the ‘adult’ and ‘junior non-fiction collections’, which are experiencing a downturn internationally in public libraries. It is recommended that the collection mix at branches should be reviewed using utilisation and turnover data, customer feedback and demographic data.

For October – December 2006/07 Quarter, a total of just over 50,000 issues were made via borrower self check service within the City of Swan library service. The Ellenbrook library accounted for 47.2% of all borrower self check service, while Midland recorded the largest levels of reservations placed via web and amended via web. The lowered levels of loans on self-check units at Ballajura, Midland and Altone Park suggest that strategies will need to be implemented to increase the levels of patron self-help through the use of self- checkout facilities. This provides the opportunity for staff to be on the floor of the library engaging in higher value activities such as collections management, community liaison and engagement and lifelong learning programs (please refer to Industry Trends and Relevant Case Studies provided in Appendix 2).

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7. Societal and Cultural Trends

The delivery of library services has to continually change to respond to the changing requirements of the community. There are several societal and cultural trends emerging that are impacting on libraries.

7.1.1 Community Engagement

There has been a trend towards libraries becoming more involved in community development and in developing strategies to build more cohesive and inclusive communities. The development of innovative partnerships to support outreach and programming in several libraries has made a significant difference in communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes.

This same concept is expressed in Auckland City Libraries as the “Community Anchor” which is a key strategic planning outcome, driving forward planning around community engagement, cohesion, outreach and programming. The keywords for this role are: People, Place, and Participation. The Community Anchor supports people feeling they belong to and are in touch with their local community. It is a meeting place and focal point for community participation, relaxation, fun and engagement.

Certainly, library trends and models being developed point to the need for the public library to become more flexible as a centre for community engagement and development, which can include the development of citizenship, strategies to break down isolation, engaging youth, focus on special needs in the community and bringing people together to celebrate and foster stronger identity and social cohesion. Libraries are moving from passive information keepers to playing a more active role in the community, increasingly focused on connecting with community needs across the spectrum of information, education, leisure and social interaction. Services are increasingly being delivered beyond the walls of the library, such as storytelling on site at preschools, childcare centres and local communities and engagement in community and cultural activities.

In summary, research internationally has shown that libraries that are providing a wide range of learning and community engagement programs are attracting high levels of usage. Solutions to social and other problems must necessarily involve ‘policy coalitions’ that seek to integrate a range of institutional forces—public, private, NGO, community— at a variety of policy levels: local, regional, metropolitan, state and federal. The City of Swan Council is positioned to take a lead role in pulling these different levels within the community together to provide joint programs that work towards identified solutions and must ensure that their libraries are a key community anchor in future community planning.

7.1.2 Lifelong Learning

A Learning Community is one that creates formal and non-formal lifelong learning opportunities for individuals and groups to acquire the knowledge, skills, attitudes and values that will enable sustainable economic development and build social inclusion and cohesion.”13 Lifelong learning includes acquiring and updating all kinds of abilities, interests, knowledge and qualifications, from the pre-school years to post-retirement.

Learning starts in infancy, long before formal education begins and continues throughout life. James Heckman, who was the Nobel Laureate in Economic Sciences 2000 provides a compelling argument for investing in early childhood development and literacy: He writes: “The real question is how to use the available funds wisely. The best evidence supports the policy prescription: Invest in the Very Young”.14 Heckman advocates early exposure to storytelling and the need for programs for the very young and argues for a

13 Learning-based Community Development: Lessons learned for British Columbia. Ron Faris Ph. D. and Wayne Peterson July 12, 2000 (http://members.shaw.ca/rfaris/docs/lbcd.PDF). 14 James Heckman,” Invest in the Very Young”. The Ounce of Prevention Fund and the Irving B. Harris Graduate School of Public Policy Studies. University of Chicago. 2006.

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re-allocation of budgets recognizing that this investment can reduce other social costs throughout the human life cycle.

The public library also plays a key role in developing literacy for persons from culturally and linguistically diverse backgrounds. The neutrality of the public library space and opportunity to access English as a Second Language material and community languages are invaluable. These opportunities can be life changing for many people.

7.1.3 Building Communities

Public libraries help build communities and provide the connections that develop cohesion and inclusion, and break down isolation and the barriers for the disenfranchised or marginalized groups in our communities. They are safe, neutral and non-judgmental, and remain free and democratic spaces welcoming all. They are, indeed, the Third Place.15

Many libraries are now seeing the impact of investing in diverse programs that facilitate connections within the community in increased visitation and use, as well as higher profiles within their communities.

Community and capacity building is based on harnessing the strengths and assets within communities and building on these strengths to develop healthy, co-operative and sustainable communities. It also includes the development of competencies to strengthen communities and individual capabilities. The Libraries Building Communities (LBC) project in Victoria was the first comprehensive study of the contributions that public libraries make to their communities. Specifically, the study identifies and documents how public libraries build their communities, what the potential barriers to this process might be, and how they can be overcome.16 The research is underpinned by an understanding that social capital is the glue that holds the community together.17

Libraries act as community hubs providing opportunities for connection, inclusion, and community engagement: the building blocks of a strong and resilient society. Libraries also provide a wide range of programs attracting people from all walks of life. Research by Eva Cox found that public libraries play an important role in promoting social inclusion and giving isolated people greater connection to their community.18 Certainly, libraries contribute to the well-being of their communities by facilitating connections and linking people from all backgrounds with opportunities to engage in community and creative activity. 7.2 Library Industry Trends

7.2.1 Value and Public Image of Libraries

The concept of the public library as the “third place”19 has gained increased prominence with the development of new and innovative library spaces facilitating interaction, comfort and a sense of community ownership. There are many examples of dynamic, new and refurbished libraries in Australia and New Zealand. The libraries that are attracting attention are those that have moved away from a single minded repository focus to flexible places and spaces that attract people to enjoy the library in new ways, whether it be to access library and other agency services, enjoy sight and sound, browse collections, study or research, attend a program or just relax and catch up with friends over a coffee.

As can be seen from the experience of the Ideas Stores in the United Kingdom, the way a library is conceived, designed, located, branded and presented can have significant impacts on communities. Successful libraries are now in the business of providing positive enriching experiences. Design of spaces is increasingly focused on the multiplicity of functions that have emerged for public libraries and is informed by

15 Coined by Ray Oldenburg for places at the heart of a community. Oldenburg, Ray. The great good place. N.Y; Marlowe, 1999. 16 LBC Report 1: Setting the scene p.7. 17 LBC Report 1: Setting the scene p.10. 18 A Safe Place To Go, Eva Cox. 2000. 19 Coined by Ray Oldenburg for places at the heart of a community. Oldenburg, Ray. The great good place. N.Y; Marlowe, 1999.

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preferences for how people like to engage with each other and with collections. New media and technology has had a huge impact on how spaces are articulated and how messages are provided in libraries. Retail merchandising is increasingly used to present product attractively. Multipurpose facilities are becoming more evident with public libraries increasingly providing an extended range of services including council and other agency services.

Certainly, experience has shown that the provision of dynamic, accessible and vibrant library spaces that are designed around the needs and behaviours of users and potential users are attracting significantly increased levels of utilisation. With the increased emphasis on community engagement, libraries are emerging as community living rooms, and several libraries have explored this concept psychologically in the use of colour, furniture, lighting and a welcoming ambience to provide social and learning spaces.

“Increasingly the libraries of the new millennium are no longer simply repositories for books but serve as a civic gathering place and stimulus for neighborhood and community revival. Public libraries are being designed as part of larger public spaces making the library space more open to opportunities for sociability.”20 7.2.2 Community Need

Public libraries have witnessed an increasing demand for broader collections to meet the needs of various groups, including collections for persons with a visual or other disability, materials in languages other than English, and resources to support the development of literacy in communities. Changing demography and expectations and changes in media have certainly impacted collection development.

Recent research in Victoria (The Strategic Assets Audit) confirms the expectation that demand for collection items diminishes as items age and obsolescence progressively increases.21 There will be a need to ensure that the collections budget keeps pace with acquisitions needs, particularly in the light of increasing population and book prices.

Analysis of turnover of stock shows that there is an opportunity to review the product mix in Swan libraries in relation to needs at the local level, particularly non-fiction content. Opportunities to maximise online content should also be further pursued, particularly in the reference area.

The increased use of online databases has changed the way that reference services are provided in public libraries. All staff need high-level information navigation skill with both text and online content. It can be assumed that many of the library’s younger customers within the next five years will have had a high level of exposure to digital content, and there is increasing use of the Internet over all age groups. There has been an international trend in declining non-fiction, and particularly junior non-fiction usage, which has been attributed to use of online content, particularly for younger people.

State Library of NSW research indicates there will be an increased demand for public library facilities, collections, technologies and programs with the ageing of the population.22 Evans and Kelly also note that older people read more and are more frequent visitors to public libraries with people over 65 visiting libraries five times more a year than younger people.23 There will be an increasing proportion of the population that will experience deteriorating vision and hearing, reduced mobility, and an increasing incidence of disability, which will increase the number of clients with special needs and the need for accessible service delivery. Carers in the community will also increase, as well as grandparents as carers. Consideration will also need to be given to how the needs of older persons can be met into the future, including the projected increase in housebound borrowers. Alternative models for service delivery should be considered.

20 Better Public Libraries, London: Commission for the Architecture and the Built Environment (CABE) and Resources (MLA), 2003. 21 Strategic Asset Audit of Victorian Public Libraries. J.L Management Services, 2006. p.6; 57-58. Liddle notes the experiences of the United Kingdom’s public libraries where the key message was that if collections are allowed to deteriorate, there will be a corresponding and significant deterioration in the use of public libraries. 22 Active, Engaged, Valued, Older People and NSW Public Libraries. State Library of NSW. 2006 p.8 23 Evans HDR and Kelly, J Analytical Report for the National Strategy for an Ageing Australia. Melb; 1999.

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Lending Services have been refined over many years. The biggest opportunity lies in the opportunity to migrate lending service to patron self-help through the use of self- checkout facilities. Pathways Library in Pine Rivers Shire, Queensland, is also using self- service dispensers to provide access to holds and selected collections after hours. Self- help facilities also provides the opportunity for process improvements such as the provision of customer reserves and holds on open access and the design of more customer friendly spaces, reducing the need for large circulation desks. Libraries such as Brisbane City and the new Ellenbrook Library in Western Australia have provided customer pods at strategic locations rather than large centralised desks.

7.2.3 Competing Service Providers

The City of Swan Library Service has a primary role to provide print and electronic resources that meet the information, recreation and education needs of the community at an appropriate level of quality and quantity. The changing relationship between users and libraries is creating competition for information sources. In particular, the information (or digital) age is changing the methods of producing and disseminating information with a greater emphasis on electronic service delivery. It is certain that the Internet is offering people the ability to communicate via computers and to make available vast quantities of information that dwarf local library resources as we know them now.

Visiting libraries to meet information needs is declining over time due to the access and take-up of the Internet and electronic information sources from home, school and workplace. Specifically, the popularity of websites such as Google and Wikipedia are reducing the need to get information from libraries.

A trend emerging in society is that people are becoming busier and ‘time poor’. People are working longer and finding it harder to balance family and social responsibilities. This has led to people looking to save time by utilising services that are more convenient and require less of their own time. This trend has the potential to impact on library services as people choose to use the Internet for informative purposes instead of visiting libraries. It is also manifested in the preference for library services to be located within commercial centres with good access to private and public transport services. The provision of online content for these customers is essential to continue to remain relevant and to maintain that connectivity with this audience.

7.2.4 Library Planning & Design

Library trends and recent service models that have been developed point to the need for the public library to become more flexible as a centre for community engagement and development. Libraries are moving from passive information keepers to playing a more active role in the community, increasingly focused on connecting with community needs across the spectrum of information, education, leisure and social interaction.

People are spending longer in libraries; in Australia on-site use is outstripping growth in loans. People want a pleasant environment; so spaces are needed where they will feel comfortable. Many people want to converse with each other informally: noise levels are generally higher. Some people want a room of their own where they can discuss, plan or argue: group study rooms and seminar rooms are now very common in public libraries. Other people just want a quiet area where they can concentrate: this may require a quiet study room, or a ‘homework’ room, or simply good layout and acoustics.

Users range from children in strollers to elderly people using walking frames or powered chairs. Australia’s population is ageing and accessibility standards are becoming more and more stringent. Australians come from many ethnic backgrounds and everyone should be able to feel at home in the library. Community art and public art can be a welcoming feature and can be integral to the design. Some people have special language requirements: this may mean multilingual signage or space for language learning.

There are also several innovative models for the delivery of library services emerging. Technology is being used to harness customer power and streamline procedures such as PC/print management systems. New technology facilitating easy self-check of materials by patrons has also been introduced in many libraries now, with some libraries reaching

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97% of transactions by self-check, thus freeing library staff for more valuable customer assistance.

A key theme emerging is the increased focus on the development of lifelong learning and the building of learning communities. With the exponential pace of change and growth in information, there is a need to facilitate competencies in information gathering and navigation. Changes in the workplace mean that skills often rapidly become obsolete and individuals need to continue to learn in order to maintain their employability. Libraries are well positioned to play a key role in lifelong learning, particularly in partnership with learning providers. Models such as the Hume Global Learning Village in Broadmeadows, Victoria, the Pathways Library in Pine Rivers, Queensland and the Brisbane City Library Learning Lounges provide excellent examples of the development of learning partnerships. (Hume City has to date identified over 300 learning partners in its vision for a learning community.) The importance of early childhood learning is also driving an emphasis on early childhood literacy in many libraries.

Space – library sites as well as the internal spaces – is a critical issue in a number of ways. The characteristics and availability of suitable sites (or in the case of many cities their lack of availability) has a major influence on design. Scarcity of land in metropolitan areas has also encouraged local authorities to locate more than one facility on the same site. In the past it was common to see community facilities scattered around the local government area. Realising the potential of available sites and making the most of the floor areas, which can be afforded, are certainly common themes in current public library planning.

More and more libraries are being located in shopping and commercial centres, often as a result of a deal between the local authority and a developer. Many shopping centre owners are aware of the large numbers of people who come into libraries, and therefore into their shopping centres, each day. Shopping centre space may be expensive and there is usually pressure to keep the size of the shopfront libraries to a minimum. These libraries can be very effective branch libraries, giving a taste of what is available at a larger central library, or catering for a particular target group within the community.

Land values are also encouraging local authorities to try to realise as fully as possible the potential of sites which they own when they have to replace or upgrade community infrastructure. Large civic renewal projects are currently being considered around the nation. These projects will involve the regeneration of entire city blocks with public libraries as major ‘anchor tenants’. The catalyst for these projects was often the need to replace or extend an outgrown library building.

7.2.5 Innovative Library Models

There are a number of innovative service delivery models for libraries described below:

User Pays Home Delivery Service: Bayside Library Service (Victoria) and Manly Library Service (NSW).

Bayside Library offers a user pays home delivery system. Items are requested via the library’s website and the home delivery option is selected. Requests are checked daily by staff and a council courier delivers the items for a cost of $6.00 to the customer or an annual fee of $80.00. Manly Library received a grant from the State Library of NSW to carry out a survey to determine the feasibility of offering a user pays home delivery service to residents. The project targeted non-users and a home delivery pilot program was implemented.

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Information Gas Station: Finland

A technology-based project of interest is the 'Information Gas Station' (iGS) in Helsinki, Finland. Created with money from a Bill and Melinda Gates Foundation Access to Learning Award, the iGS is a mobile information service point where users can access help from a library staff member. The iGS is onsite but also accessible via mobile phone text messaging, by landline phones, by e-mail, and by fax. While iGS has no books and most of the answers to users' questions are found via the web, staff also use the print resources of the Helsinki Public Library (HPL) whenever necessary. Maija Berndtson, director of HPL, who is forward-thinking when it comes to managing tomorrow's library,' says iGS is a creative example of the concept of a ‘hybrid library’.

The Community Lounge Room: Brisbane City Council

The concept of the Community Lounge Room is based on the premise that libraries can add significant value through the provision of opportunities for interaction in smaller spaces providing a point of presence and just-time service delivery. The key elements are: popular library and magazine collections targeted to specific groups, themed collections similar to bookshop format, lounge areas and meeting spaces, compact exhibition space and access to technology and proximity to café spaces.

The concept of the lounge room is strongly underpinned by the belief that opportunities for interaction promote social cohesion and that partnering will provide the best opportunity to provide residents with a range of access opportunities. The model is not a silo concept of library service delivery only, but could be done in partnership with a private provider (e.g. video, newsagent, Internet Café, Café, Bookshop, or Community Centre). The concept is an integrated facility that maximises community inter-action. Most importantly, this model provides a movement away from the repository model of service delivery to a community based facility that serve a wider range of purposes than just the narrow library service delivery.

The library space is designed to promote social interaction. Text material is primarily recreational with an orientation to health, well being, parenting and learning with a “just in time” approach to broader collections. To promote inter-generational connections, there could be a strong focus on early childhood and parenting and learning through play facilities, and the provision of children’s spaces, collections and programs. Opportunities to engage older members of the community in storytelling and assisted learning for literacy could also be investigated with a view to promoting inter-generational support. Programming with other agencies and access to materials in other locations rather than a traditional repository would be the key to a successful community lounge room.

The Tailored Library: City of Sydney

The City of Sydney Council has recently adopted a model whereby users and non-users were surveyed to identify their needs. It was determined that whilst there were core needs for resources, that there were communities of interest with needs for specifically tailored collections. Branch library collections have now been re-configured to meet these needs and the library will be working closely with community centres. Adelaide City have also adopted a similar model with themed collections in small spaces and new décor in place to support these themes. Adelaide City have also badged facilities as Library and Community Centres.

The Dispensing Unit: Pine Rivers, Queensland

The Pathways Library in the Pine Rivers Shire has implemented the first fully functional Library dispensing unit in Australia. The unit provides access to over 150 popular items including DVDs as well as providing after hours access to reservations awaiting collection. The dispensing unit is ideal for high traffic locations such as railway stations and shopping centres, with labour costs limited to refilling the dispenser.

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7.2.6 Library Partnerships and Integration

Sustainability in all levels of government will increasingly become a focus of attention. The recent focus on lifelong learning and community engagement in the Library involved a range of collaborative activity with members of the community and beyond. Programs should be continued and built upon, working in partnership with key partners, internal and external. There are also a range of educational, cultural and community groups that the Library can work with to promote mutual outcomes.

Several libraries, such as Baulkham Hills Shire Library, are also partnering effectively internally, providing selected Council customer services at branch libraries. Similarly, libraries such as Woollahra City Library are working strongly with the Community Services section of the Council to meet mutual community outcomes.

To provide flexibility and improved user access, many public libraries are nowadays examining more closely the possibilities for partnerships and collocation opportunities.

There are generally two different approaches:

Co-located Libraries

To provide flexibility and improved user access, many public libraries are collocating with other service providers such as:

x Council services; x Community health; x Schools; x Training providers; x Arts centres; x Youth centres; x Child care; x Sport and recreation facilities; and x Cafes, exhibitors and retailers.

Very often buildings may be shared but with separate areas for each service. A single large building can be easier to construct, to keep secure and to maintain than several smaller buildings. Sharing car parks, foyers and other common spaces can also make economic sense. Other examples may share the site only or be located on adjacent sites, providing central access for users to a range of services.

Collocated facilities may be more convenient for the community. They may also enable a wide variety of people visiting other facilities to be drawn into contact with the library on a regular basis. Collocation may mean symbiotic relationships. There may be a diversity of services on offer, with the community as the common core. For any of these options it is important to ensure that the quality of service provided is not diminished or threatened and that there are benefits/improvements for the provider and user.

Joint-Use Libraries

By comparison, joint-use libraries are defined as libraries where two or more distinct library service providers serve their client group in the same building, the governance of which is cooperatively arranged between the separate authorities.

For example, a joint use library may be developed between a local government authority and the Department of Education and Training for a library serving both high school students and the broader community. Pooled funding would be provided by both agencies to cover the capital and recurrent costs of the services. Case study analysis indicates partnerships with schools work best when the library is exposed to passers by with direct access to the community.

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7.3 Environmental and Sustainability Trends

Incorporating sustainable building principles has been an increasing focus and requirement of public sector facilities, including libraries. The movement towards green buildings, which reduce environmental impacts and have a focus on sustainability, has been driven by regulators looking to protect the environment. The future planning of library facilities should consider environmental issues and attempt to minimise power usage, water usage and emissions. Waste management is another environmental issue to consider with programs to promote recycling of old computers and other library items.

There is both a requirement and an expectation public buildings will respond to environmental issues through sustainable building principles. Council will need to closely consider environmentally sound design principles for new libraries and environmentally responsible operations from each of its buildings. 7.4 Information Age and Technological Trends

Appropriate, functional and adequate space to accommodate new information technologies is now a major requirement of public libraries. New technologies such as self-check loans, self-help desks, quick use computers, wireless technology, Wifi and bluetooth access, ports for laptops and wireless networks together with specialist librarians to assist online users are all impacting on library design and layout.

In the 20th Century there was a radical transformation in the role of information in society as well as in the technology used in its production and dissemination. New electronic forms of communication have multiplied, reducing the primacy of the print medium, but not yet displacing it. Instead, each new form of communication has supplemented printing and publishing. The proliferation of communication technology in the 21st Century has also brought with it a situation in which the content of these various forms of communication are merging as forms of digitalised information that combines print, voice, video, and graphics for educational and recreational purposes.

Navigating and packaging information has become vital in an age of information overload as well as preserving resources of value so they are available to future generations. Demand for instantaneous services has influenced the development of electronic services and resources, such as electronic requests, and ebooks. Websites such as Google Books provide users with access to digital books that can be downloaded. And there is a trend to downloading resources such as audio books, and DVDs directly onto the PC at home.

There is now a significant new approach to the production, storage, distribution, and use of various types of information. Previous information "systems," such as the book, were based on the process that the message that entered a system was the message that was received. This is no longer the case: the newer communication technologies on the Internet are interactive, that is the capability of modifying messages and creating new messages exists within the system.

At a general level, society recognises that people need to gain access to information. To make the best use of it there needs to be an effective system for organising information on a community basis so it can be retrieved effectively. The public library has responded to this need in varying ways for many decades through years of economic restraint.

The key question now is will libraries be able to adapt new technologies to information demands during a period of reduced government funding? Although the public library generally is viewed today as a print-based institution, libraries have shown a strong ability to integrate formats such as films, videos, slides, records, and audio into their services. There is no doubt that libraries can incorporate new electronic formats into collections, in fact, these formats reduce rather than create barriers to public access. The managerial and professional expertise therefore exists to deal successfully with new electronic information resources on a community-wide basis.

Web 2.0 technology allows libraries to apply interactive, collaborative and multimedia web based technologies to build library-based applications. Instant messaging chat, local history wikis and library blogs are all examples of this. The Yarra Plenty Library Service

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has led the way in Australia in this area, and in particular in training staff in Web2.0 technology.

It is certain that the Internet is offering people the ability to communicate via computers and to make available vast quantities of information that dwarf local library resources as we know them now. It is important to note that people are not going to stop reading--in fact, digitalised print is a basic staple of the Internet where information is created, shared, modified, "flamed", praised, and so on, every day. What will continue is the erosion of the book's dominance and centrality. It is becoming more important to identify and evaluate electronic forms of information in order to provide meaningful, balanced collections for public consumption. This process is essentially one that libraries/librarians have been engaged in for decades.

To be successful public libraries will need to try to develop new services, to provide new resources, and to alter the public perception that libraries are mostly old-fashioned print warehouses that pre-date the modern era. There are five crucial things libraries will need to do to respond to technological trends:

x Libraries must employ the power of information technology by emphasising new roles in their public services. Libraries must continue to offer the latest features of telecommunications, which integrate sound, text, data and images. Using software programs, either newspaper stories or magazine articles can be downloaded to disk or printed on paper at workstations on demand, thereby shifting the library’s focus to immediate service demands away from the time-honoured collection of on-site materials. The growth in portable electronic equipment such as laptops, PDAs, phones, cameras, recording devices and MP3 players are also an area that libraries can incorporate into their design and service provision.

x Partnerships with other organizations have to be developed in the rapidly expanding information universe. Libraries must at the very least get their catalogues on local electronic freenets and they should try to play a leadership role in developing local community networks. Libraries and librarians need to participate in network initiatives by allowing access to library catalogues around the world and by developing WWW servers with navigational aids that allow people to find or discover information resources. Librarians have many opportunities to draw on their experience and proficiency in this process. They can select information resources, design user interfaces, or help promote the organization of community information on these networks.

x Libraries must strive to promote the concept of end user empowerment that is to link people with information without an intermediary. Ideally, the idea is to provide an alternative to visiting the library by permitting users to locate and control their own information at their own convenience from home or office on a time basis outside of normal opening hours. The creation of virtual reference libraries with encyclopaedias, dictionaries, atlases, indexes and abstracts that people can access from outside the library is the next step in the evolution of reference services.

x Libraries must dramatically broaden the range of electronic services. It is just not a matter of collecting electronic files. The day is over when library staff can feel comfortable offering an array of print or electronic resources housed in a central library or community branches. The traditional meaning of circulation as it pertains to libraries is changing and this concept has to be rethought. The twentieth-first century electronic library we have heard about should provide access to a vast range of resources and service providers anywhere in the world. This is a key area where libraries can play a vital role in providing an environment where research, study, and learning can flourish.

x An image problem needs to be addressed for libraries. Libraries need to reposition themselves as important learning organizations where services continually change and improve. Too often, people consider the local public library as a recreational resource and the educational or informational role is secondary or overlooked altogether. Libraries will need to rethink their traditional mainstay, the circulating collection. The concept of reading is changing: the cultural weight is more on

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visual/factual information in a variety of formats and less on reflective/entertaining book-oriented activity.

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8. Service Delivery Options

8.1 Strategic Principles

Designing an infrastructure delivery model for the City of Swan library service for the next 50 years requires consideration of a range of issues and factors:

x Community need and demographics; x Location of libraries outside Council area; x Staffing and stock implications; x Opening hours and access; x Public transport access; x Library industry trends and innovative models; x Partnership opportunities and integration; x Electronic services and technology; x Environmental sustainability; and x Financial sustainability (capital and operating).

The following set of strategic principles and objectives have been developed to guide the delivery of a sustainable City of Swan library service into the future:

x Positioning libraries as valued destinations by the community; x Aligning resources and services with community needs and aspirations; x Ensuring a customer service focus responsive to changing needs and technology; x Locating libraries in highly visible and accessible locations to increase usage; x Delivering programs and services focused on community learning and engagement; x Developing mutually beneficial partnerships with other community service providers; x Maintaining a highly skilled staff focused on common outcomes; x Promoting a culture amongst staff of continuous improvement; x Effective strategic and operational planning; x Cost-effective investment in and maintenance of assets; and x Effective and efficient financial management and administration. 8.2 Strategic Planning Context

The vital contribution of public libraries to social capital and to the education and economic development of communities is recognised across the developed world. Support for this role has underpinned the commitment of Swan City Council in the provision of high quality public library services.

In particular, the information (or digital) age is changing the methods of producing and disseminating information with a greater emphasis on electronic service delivery. To retain relevance, libraries will be required to adapt to new technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Importantly, public libraries are well placed to exploit information technology and interact with their communities and users in meaningful ways to retain relevance into the future.

It is clear that into the future there will need to be consideration for more creative and innovative solutions for the delivery of library services. Specifically, a model is required that embraces technology and adapts to the information demands of the community, provides flexibility to accommodate to future industry trends and influencing factors, maximises partnerships and enhances access at strategic locations, whilst at the same time meets asset requirements in a smarter fashion by minimising the need for further major expenditure in infrastructure and contains labour costs.

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8.3 Service Delivery Model

The future planning challenge for the library service will be to enhance accessibility for a growing and increasingly dispersed population. This challenge requires initial attention for the appropriate allocation of future investment between the physical infrastructure and technology/electronic services. From the physical infrastructure perspective, attention is then required to the appropriate location, scale and role of physical service points.

8.3.1 Physical versus Electronic Services

In response to the first question, to meet the anticipated increasing community need for library and information services into the future, Council could consider two approaches. The first would be to continue with the current allocation of expenditure between the traditional approach of physical library buildings/assets versus investing a larger share of future expenditure in technology and electronic resources.

8.4 Guildford Library

The Guildford Public library is located approximately 3.5 km from the Midland Public Library. It is about 4km by road and takes an estimated 4-5 minutes to travel between the two by road. Public transport access between the two libraries is also reasonable with train and bus services between the two centres. Bassendean Library in the adjacent Bassendean LGA is also located less than 3km from the Guildford Library and less than 5 minutes travel by car.

Midland has been defined as a strategic regional centre in Perth with a role as a regional retail, commercial and administrative centre. Midland has two major shopping centres including the Midland Centrepoint and the Midland Gate Shopping Centre, each with major tenants. These shopping centres are a major attraction for local residents including those in Guildford who are likely to travel to Midland for their shopping due to close proximity and significant range of stores.

Consultation and business analysis has identified the need to review the delivery of services from the Guildford Library. Two options are clear. Option 1 would be to close the Library and not provide a service point in Guildford. Option 2 would be to co-locate the service as a remodelled access point or Library Lounge room, facilitating just in time access to tailored collections for the local community at a reduced service level. Given the relatively older population in Guildford and the nature of the community, it may be more expedient to investigate Option 2 as a way forward.

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Table 8.1: Proposed model of Library Services Characteristic Hub Libraries Points of Presence Electronic/Online Services Virtual Configuration/ x Hub library (purpose-built) x Scaleable between: x Website for access from: x Virtual website: Facility Type o Branch o Home o Home o Shopfronts/lounge room o Work o Work o Kiosks/bookshop o Library o Library o Dispensing machine x Partnerships with private providers

Size/Area x Up to 2,000sqm x Scaleable between: x N/a x N/a o Branch (250-500sqm) o Shopfront/lounge (100-250sqm) o Kiosks/bookshop (<100sqm) o Dispensing machine (<10sqm)

Library x Self-check available x Self-check terminals: x Online ordering x Online ordering Services x Complete lending range, o Branch (3 terminals) x Meeting room/program/activities x Meeting room/program/activities including local studies o Shopfront/lounge (1 terminal) bookings bookings x Computers/internet o Kiosks/bookshop (1 terminal) x Reference/catalogue software: x Reference/catalogue software: x Adaptable space x Flexible / tailored lending ranges: o E Books o E Books x Comprehensive schedule o District libraries (20,000 stock) o E Library o E Library of programs o Shopfront/lounge (10,000 stock) o E Reference o E Reference o Kiosks/bookshop (5,000 stock) x Training/educational software: x Training/educational software: o Dispensing machine (150 stock) o E.g. Your Tutor, BLOGS o E.g. Your Tutor, BLOGS x Computers/internet: o District libraries (20 computers) o Shopfront/lounge (10 computers) o Kiosks/bookshop (5 computers) o Dispensing machine (1 computer) x Adaptable space x Limited schedule of programs x Focus on partnerships

Hours x Extended to retail hours x Extended to retail hours x 24 hours, 7 days x 24 hours, 7 days

Council x Customer/information x Customer/information services x Online Council services/website x Online Council services/website Services services x Video links with Council access access x Video links with Council in the future Staffing x As per current x Scaleable between: x Increased IT support (0.5 FTE) x Increased IT support (0.5 FTE) o District facilities (as per current) o Shopfront/lounge (3 FTEs) o Kiosks/bookshop (2 FTEs) o Dispensing machine (0.5 FTEs) Source: AECgroup

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INFRASTRUCTURE MODEL

Location Midland Library Issues x Poor visibility and signage x Over 2 floors increasing staff costs for operation x Needs a more attractive layout and presentation x Well-located in accordance with siting guidelines x Local History service location in branch may need to be reviewed longer-term as space needs increase x Need to fast-track migration to patron self-check x Need for increased technology access x No dedicated parking for library users with only limited 2 hour street parking and minimal staff parking available. x Access to public transport is very good with a train station and bus interchange located nearby. Strategies Review of the function of the Midland Library regarding the education Short-term precinct (MRA Rail Workshop area) as determined in the Midland Place (1-5 years) plan.

Improve existing library layout and services including:

x Engage Interior designer to create new layout and Customer counter area x Commit to merchandising principles for display and organisation of collections x Signage o Improve signage at both access points o Improve internal signage in accordance with themed collections as per the Joondalup model Strategy x Identify options for expanded facility to provide adequate space to Longer –term meet needs of increased population levels (5-10 years) x Review location of Local History, potentially utilising the Guildford Library as a Heritage hub.

Location Altone Park Library Issues x Presently located within the multi-purpose Altone Park Recreation Centre in close proximity to the Altone Shopping Centre, Beechboro Central and Continental Shopping Centre. x Council owns the site and building. x The library is located on a main road x Lack of signage reduces its exposure and visibility to the community. x Central location in the Beechboro area. x Parking on the site is adequate though access to public transport is limited.

Strategy Retain present location and improve library layout and services Short-term including: (1-5 years) x Commit to merchandising principles for display and organisation of collections x Signage o Improve signage at entrance o Improve internal signage in accordance with themed collections as per the Joondalup model o Improve entrance: o Reinvigorate front of library, signage and foyer area x Maintenance: o Monitor site for impacts of sinking ground

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Location Bellajura Library Issues x Located on Kingfisher Avenue in close proximity to other community facilities including a community centre, aquatic centre and child care facility. x Council owns the site and building. x The library is located in close proximity to the Ballajura Shopping Centre and local schools. x The library is located on a corner block of two main roads providing good exposure and visibility to the community. x There is adequate parking located both behind and opposite the library and access to public transport is also good with several bus routes servicing the area Strategy x Commit to merchandising principles for display and organisation of Short –term collections (3-5 years) x Furniture: o Establish a furniture replacement program x Signage o Improve signage at both access points o Improve internal signage in accordance with themed collections as per the Joondalup model

Location Ellenbrook Library Issues x The library is located within the Ellenbrook Secondary College and is owned by Council. x The building was opened in 2007 though they are still some building issues being finalised by the architect and Council. x The library includes space for a coffee shop though the area remains empty after a tender process failed to find a tenant. x The building includes community meeting rooms upstairs, a learning room and a school computer classroom. x Modern attractive building exhibiting elements of Best Practice Library design

Strategy x Resolve tenanted space issue Short-term (3- x Resolve issues relating to use of technology by the community 5 years) Strategy x Plan for extension of Library and determine longer-term relationship Longer-term with secondary school in light of space needs. (10-15 years) x Develop exit strategy from partnership with Secondary School if required

Location Bullsbrook Library Issues x The library is located within the Bullsbrook School. x The library was built in 1998 and is owned by the Department of Education. x The library does not include any other community facilities or areas for library programming x The back area of the library is also relatively small with limited storage space. x Space is constrained for public use during peak student times Strategy x Identify future opportunities for shared space with a proposed Short-term community centre (3-5 years) x Identify opportunities for increased community space within an expanded facility on the school site Strategy x Develop exit strategy from partnership with School if required Longer-term (10-15 years)

Location Guildford Library Issues x Located within the old Council chambers on James Street. x The library is located on the junction of two main roads with street access which includes provision for disabled patrons.

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x Poor signage and visibility x Poor car parking x Underutilised by the community x Public transport accessibility is adequate with a bus stop located outside the library and a train station about 1km away. x There is no shopping centre in Guildford and the library is also not in close proximity to local schools. x The library has only very limited expansion potential in the carpark towards the rear of the site where it is not heritage listed.

Strategy x Consider 2 options: Short-term x Option 1 – Close Guildford Library and do not provide a (3-5 years) service point in the area x Option 2 - Partner with another service provider in the area (such as Tourist Information Centre) to provide a limited point of presence (Library Lounge) either using existing premises or re-locating to other premises

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9. Consultation summary

This consultation summary captures the views and comments of City of Swan library staff and some key stakeholders within the Council and community conducted over 3 sessions on March 13th 2008 and a further individual telephone interviews for some key stakeholders who could not attend as part of the Review of City of Swan Library Services. The intent of the Consultation Report is to ensure that the views and perceptions of library staff and key stakeholders are considered in the analysis of the City of Swan Library Service and in the strategic planning process.

The full transcripts of the internal staff consultation sessions can be found in Appendix 3 Consultation Report. Overview of existing model The City of Swan Library service consists of six branches at Midland, Altone Park, Ballajura, Ellenbrook, Bullsbrook and Guildford. Ellenbrook and Bullsbrook are joint services with the Department of Education. Midland houses the administration of the library service and is the largest branch. With the exception of Guildford all libraries have a Branch Librarian and an Assistant Librarian with library clerks. The model is primarily branch centric with some central processing and services. Existing Services Existing services consists of a full complement of lending services that includes Inter Library Loans, and LOTE material. All Branch libraries offer access to public Internet, photocopying and printing, laminating, and faxing services. The Local history collection is based at Midland and has dedicated staff to develop this section and to interact with the community. Reference services comprise of standard information provision, online databases, online homework help, community information, and council information. The branch libraries also provide a place for the pickup of community hall keys and other odd jobs for Council when required. Children’s services, including Family Learning Centres, storytime, rhyme-time, and holiday activities are provided. Ellenbrook is the only branch that supplies fee-based regular computer literacy classes. Joint programs with the schools, such as the Finding My Place programs, are undertaken at Bullsbrook, Ellenbrook and Altone Park. Tax Help is provided and the public office for Swan Volunteers service is provided at Midland. Opportunities to expand services The consultation identified a series of opportunities to expand or improve existing services as well as identifying some new opportunities and target markets. The key areas identified are as follows:

x Youth services, activities and engagement; x Community Learning programs; x Online services, and web presence; x E-Library; and x Improved marketing. SWOT exercise Strengths The key strengths identified through the consultation were:

x Staff commitment; x Branding as a free service; x Breadth and variety of services offered that is accessible to all; x Support from Community, Councillors and Executive Manager; x Geographic spread of libraries; x Best practice model for partnerships with Education Department; and x Space is considered both safe and neutral.

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Weaknesses One of the major weaknesses identified was the lack of staff resources to cover existing service points and opening hours. City of Swan Library Service are also experiencing difficulty in filling positions with the required skilled staff and existing skills within the workforce are not keeping up with the technological change. Poor marketing and promotional strategies were also identified as a weakness and the lack of sustainable funding was consistently identified across all groups. The management of anti social behaviour is poor as is the management of computer resources. There is also an inability in the current service delivery model to deliver services across all areas of the City.

Opportunities New service models and services were identified as opportunities and included x Innovative mobile presence at selected centres such as shopping centres and train station x Partnered transport options to bus the elderly to the library on a regular basis x Expand online services to offer 24x7 service. New and extended partnerships with retail and education providers were also identified to enable the delivery of community learning programs, promotional activities and youth activities. Investigating RFID and outsourcing of backroom tasks to enable staff to transition to front of house and programming activities were also seen as opportunities to explore.

Threats Competition with retail, Internet, digital media and other leisure activities with a community that was increasingly time poor was a key threat identified in all workshops. Lack of an income to enable sustainable funding was also highlighted. Labour / skill shortage and the low profile of the profession of public librarianship was also emphasized. Managing anti-social behaviour and maintaining the library as a safe place, was also seen as increasingly difficult issue and a threat to the library’s image as a safe place. Opportunities to partner Extending and maximising existing partnerships was seen as a key opportunity as well as to fully develop the relationship with the City of Swan Place Managers. Other opportunities identified were to partner with neighbouring Shire library services to maximise library staff training opportunities. Consortia purchasing of local stock, e- services and Library management systems should also be explored. Key issues identified One of the key issues identified in the individual interviews was the obvious disconnect of Library service with the City of Swan strategic vision as well as a disconnect between Branch Library Managers and City of Swan strategy and planning for their areas and the strategic development of the library service as a whole. Identified opportunities to position the library service strategically within Council are also not developed. The need to develop ‘Third Place’ aesthetics within the libraries and a focus on nodes of interaction for noisy, quiet and interactive spaces was also identified. Community Learning and engagement appear to be the future for libraries in a technological age with the City of Swan Library Service not positioned as yet, to take an active role in the community learning and engagement realm. There is increasing demand and the City of Swan is growing with residential areas developing in areas with minimal or no library services. Technological change and keeping up with new technology was also mentioned as an issue.

Strategic framework

Utilising the Kaplan and Norton’s24 ‘Balanced Scorecard’ model the two staff sessions identified the following key strategic planning outcomes. The strategies were identified in the internal staff team consultation with the primary purpose of achieving the outcomes listed:

Customer and community

24 The balanced scorecard model is a management system that aids organizations to clarify their strategy and turn this into action. http://www.balancedscorecard.org/basics/bsc1.html accessed 28 November 2007.

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Outcome 1 Know our customer and community needs Strategy Identify, gather and analyse relevant data Increase knowledge of demographic trends

Outcome 2 Efficient user friendly Services Strategies Identify relevant service delivery models to serve the growing community; Review opening hours to meet our customer needs; Design services to meet customer needs;

Outcome 3 Community engagement and learning Strategies To be developed

Outcome 4 Libraries highly visible and well used Strategies Develop promotional strategy Develop an integrated marketing plan; Develop stronger advocacy from community for library – investigate possible friends groups

People and learning

Outcome 5 Highly skilled and well informed motivated workforce Strategies Develop a strategy for identified gaps in staff training; Develop a formal staff training plan; Develop a workplace plan; Develop Position descriptions, classifications

Outcome 6 Effective team Strategies Increase opportunities to work as a team Implement a more flexible structure Work towards a more relevant award agreement Develop more relevant performance (provide input) management system

Outcome 7 Customer focussed staff Strategies To be developed

Outcome 8 Structure enabling strategy Strategies Establish an optimum staff structure to achieve strategic planning goals; Initiate a staff restructure to improve processes and effectively utilize staff skills.

Systems processes and innovation

Outcome 9 Clear, effective and consistent policies, guidelines and procedures Strategies Undertake timely reviews of processes and procedures; Identify process and policy gaps and develop Implement consistent policies and procedures.

Outcome 10 Enabling technology Strategies Develop a technology plan; Maximise our Library Management System capabilities

Outcome 11 Effective measurement Strategies Develop effective KPIs Adapt data (business performance) to planning.

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Appendix 1: Demographic Tables

The demographic profiling in this report provides both an overview of 2006 Census demographic characteristics and trends over the last three Census periods.

Table A.1: Demographic Indicators, Swan LGA Indicator 1996 2001 2006 Population Total population 69,112 82,127 93,278

Age Distribution 0-14 years 27.0% 25.9% 24.0% 15-24 years 13.9% 13.7% 14.1% 25-34 years 18.3% 16.0% 13.9% 35-44 years 16.2% 16.8% 16.4% 45-54 years 10.7% 12.5% 13.6% 55-64 years 6.3% 7.6% 9.3% 65+ years 7.5% 7.6% 8.7% Average age (years) 30.0 32.1 33.6

Country of Origin Australia 69.2% 69.6% 65.0% Born Overseas 30.3% 29.9% 27.7% Bosnia and Herzegovina 0.2% 0.4% 0.4% Canada 0.1% 0.1% 0.1% China (excl. SARs and Taiwan Province)(b) 0.3% 0.3% 0.2% Croatia 0.5% 0.6% 0.5% Egypt 0.1% 0.1% 0.1% Fiji 0.0% 0.0% 0.0% Former Yugoslav Republic of Macedonia (FYROM) 0.1% 0.2% 0.2% Germany 0.5% 0.5% 0.5% Greece 0.1% 0.1% 0.1% Hong Kong (SAR of China)(b) 0.2% 0.2% 0.2% India 1.5% 1.4% 1.2% Indonesia 0.2% 0.2% 0.2% Iraq 0.1% 0.2% 0.3% Ireland 0.4% 0.4% 0.3% Italy 1.7% 1.4% 1.1% Japan 0.1% 0.1% 0.1% Korea, Republic of (South) 0.0% 0.0% 0.0% Lebanon 0.1% 0.1% 0.0% Malaysia 1.2% 1.0% 0.9% Malta 0.1% 0.1% 0.1% Netherlands 0.6% 0.5% 0.4% New Zealand 2.4% 2.8% 2.7% Papua New Guinea 0.1% 0.1% 0.0% Philippines 0.5% 0.5% 0.6% Poland 0.7% 0.6% 0.4% Singapore 0.6% 0.5% 0.5% South Africa 0.7% 0.8% 1.0%

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Indicator 1996 2001 2006 South Eastern Europe, nfd(c) 0.5% 0.5% 0.2% Sri Lanka 0.4% 0.4% 0.3% Thailand 0.2% 0.2% 0.2% Turkey 0.0% 0.0% 0.0% United Kingdom(d) 10.8% 10.1% 9.1% United States of America 0.3% 0.3% 0.3% Viet Nam 1.2% 1.6% 1.5% Born elsewhere(e) 3.6% 3.6% 3.7%

Language Speaks English only 85.1% 84.6% 79.7% Speaks other language 14.5% 14.9% 14.0% Arabic 0.3% 0.5% 0.8% Australian Indigenous Languages 0.1% 0.1% 0.1% Chinese languages: 1.9% 1.8% 1.5% Croatian 0.9% 0.8% 0.7% Dutch 0.3% 0.3% 0.2% French 0.4% 0.3% 0.3% German 0.4% 0.3% 0.3% Greek 0.3% 0.3% 0.2% Hindi 0.1% 0.1% 0.1% Hungarian 0.2% 0.1% 0.1% Indonesian 0.1% 0.2% 0.1% Iranic languages: 0.2% 0.2% 0.3% Italian 2.7% 2.3% 1.8% Japanese 0.1% 0.1% 0.1% Khmer 0.2% 0.2% 0.2% Korean 0.0% 0.0% 0.0% Macedonian 0.2% 0.2% 0.3% Maltese 0.1% 0.1% 0.1% Polish 0.2% 0.7% 0.5% Portuguese 0.8% 0.1% 0.1% Russian 0.2% 0.0% 0.0% Samoan 0.0% 0.0% 0.0% Serbian 0.0% 0.4% 0.4% Sinhalese 0.2% 0.1% 0.1% Spanish 0.1% 0.3% 0.3% Tagalog (includes Filipino)(c) 0.3% 0.4% 0.4% Tamil 0.1% 0.1% 0.1% Turkish 0.0% 0.0% 0.0% Vietnamese 1.2% 2.0% 2.1% Other(e) 2.6% 2.8% 2.9%

Household Type Couple family with children 43.3% 41.4% 39.4% Couple family without children 23.6% 23.5% 25.1% One parent family 12.0% 13.2% 13.1% Other families 1.2% 1.1% 1.1% Lone Person Household 17.4% 18.5% 19.0% Group Household 2.6% 2.4% 2.3%

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Indicator 1996 2001 2006

Housing Tenure % of households fully owning home 29.3% 29.0% 25.1% % of households purchasing home 44.2% 46.2% 50.5% % of households renting 22.8% 19.1% 21.4% % other 0.7% 2.0% 0.4% Persons per household 2.9 2.8 2.8

Labour Market Full-time employment (% labour force) 62.2% 59.7% 62.8% Part-time employment (% labour force) 24.0% 29.6% 26.8% Total employment (% labour force) 91.5% 92.2% 96.5% Unemployment rate (% labour force) 8.5% 7.8% 3.5% Participation rate (% of population > 15 years) 64.2% 66.1% 64.6%

Finances Average weekly household income n/a $914 $1,226 Average monthly housing loan repayment $835 $890 $1,334 Average weekly rent repayment $103 $131 $175

Qualifications % of persons with non-school qualification 30.1% 30.6% 40.3% % of persons with Bachelor degree or higher 6.7% 7.1% 10.4% % of persons with Advanced Diploma or Diploma 5.8% 5.4% 7.7% % of persons with Certificate 17.6% 18.0% 22.1%

Occupation Managers 11.0% 10.0% 10.2% Professionals 11.1% 11.8% 12.6% Technicians & trades workers 18.3% 17.5% 17.9% Community & personal service workers 8.0% 9.2% 9.6% Clerical & administrative workers 17.4% 16.7% 16.2% Salesworkers 9.7% 11.4% 10.3% Machinery operators & drivers 10.2% 10.1% 9.4% Labourers 11.7% 11.5% 12.2% Inadequately described/ Not stated 2.6% 1.9% 1.7%

Industry Agriculture, forestry & fishing 2.2% 2.0% 1.4% Mining 1.5% 1.4% 2.9% Manufacturing 12.9% 13.4% 12.7% Electricity, gas, water & waste services 0.9% 0.9% 0.8% Construction 6.9% 7.3% 9.2% Wholesale trade 6.9% 6.5% 5.3% Retail trade 10.6% 12.4% 12.2% Accommodation & food services 5.4% 6.1% 5.5% Transport, postal & warehousing 6.3% 6.1% 5.8% Information media & telecommunications 2.0% 1.7% 1.3% Financial & insurance services 3.6% 3.1% 2.8% Rental, hiring & real estate services 1.8% 1.9% 1.9%

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Indicator 1996 2001 2006 Professional, scientific & technical services 4.3% 4.7% 4.7% Administrative & support services 3.2% 3.6% 3.2% Public administration & safety 6.4% 5.9% 6.4% Education & training 5.3% 5.4% 5.7% Health care & social assistance 8.5% 8.7% 9.4% Arts & recreation services 1.7% 1.5% 1.3% Other services 5.5% 4.9% 4.5%

Motor Vehicle Ownership % of households owning no vehicles n/a 5.7% 5.0% % of households owning 1 vehicle n/a 33.8% 30.4% % of households owning 2 vehicles n/a 39.0% 41.0% % of households owning 3 or more vehicles n/a 16.7% 20.3%

Internet Usage at Home Broadband n/a n/a 40.7% Dial-up n/a n/a 22.5% No Internet connection n/a n/a 33.0% Source: ABS 2006 Census, AECgroup

The following detailed summarises are provided for each library catchment area, with a statistical summary outlined in Table A.2.

Midland Catchment

x Age distribution: The catchment is a relatively older catchment. The average age of the residents in the catchment was 35.8 years in 2006, slightly older than the Swan LGA average of 33.6 years. This was reflected by the highest proportion of residents being 65 years and over (11.8%);

x Ethnicity: The area recorded 68.6% of residents born in Australia which is above the Swan LGA, Perth and Western Australia averages of 33.6, 36.7 and 36.6 years respectively. Of the 23.1% born overseas, the majority are from the United Kingdom (8.6%);

x Housing tenure: A relatively high proportion of households fully own their home (26.3%), above the Swan LGA average of 25.1% however below the Western Australia average of 31.4%. The catchment records the highest number of households renting of 27.8%, above the Perth and Western Australia average of 25.7% and 27.2% respectively;

x Household size: There were an average of 2.5 persons in each household in the catchment in 2006, lower than the Swan LGA figure of 2.8, however in line with both the Perth and Western Australia figures;

x Household structure: The catchment recorded the lowest proportion of couple family with children (30.3%), below the Perth average of 32.7% and the Western Australia figure of 32.5%. The area also recorded the highest number of lone person households of 26.1%, above the Perth and Western Australia average of 24.7 and 24.4% respectively;

x Household income: The area recorded the lowest household income of $1,071, below the Perth and Western Australia average of $1,300 and $1,270 respectively;

x Finances: The average monthly housing repayment in the catchment was $1,248 in 2006, which was relatively low among the catchments. The average weekly rent of $159 was the lowest of all the catchments, lower than the Perth and Western Australia average of $194 and $180 respectively;

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x Labour Market: The catchment recorded the highest unemployment rate of 4.6%, above the Perth rate of 3.6% and Western Australia rate of 3.8%;

x Qualifications: In the catchment, 37.4% of residents have a non school qualification, the lowest of all the catchments. This figure is below the Perth average of 47.8%. The proportion of persons with a Certificate is 22.1%, in line with the Swan LGA, below the Perth and Western Australia figure of 19.6% and 20.4% respectively;

x Occupation: Technicians & trades workers account for 18.3% of the workforce in 2006, above the Swan LGA average of 17.9%. The area recorded the highest proportion of Machinery operators & drivers (11.2%), above the Perth average of 6.3%;

Altone Park Catchment

x Age distribution: The catchment recorded an average age of 31.5 years, the youngest of the catchments. This is due to the relatively high proportion of residents in the 0- 14 age bracket (28.2%), higher than the Perth average of 19.5%;

x Ethnicity: Of the residents in the catchment, 27.2% are born overseas, lower than the Swan LGA average of 27.7%. Of those born overseas, the majority are born in the United Kingdom (13.1%) and New Zealand (3.1%);

x Housing tenure: The catchment recorded 21.8% of households fully owning a home, the lowest of all catchments as well as being below the Perth and Western Australian average of 25.7% and 27.2% respectively. The area also recorded the highest proportion of households purchasing a home (59.2%);

x Household size: There were an average of 3.0 persons in each household in the catchment in 2006, the highest of all catchments;

x Household structure: The catchment recorded a relatively high proportion of couple family with children (47.2%), above the Swan LGA average of 39.4% and the Western Australia average of 32.5%. The area also recorded the lowest proportion of one parent families (9.5%) and lone person households (1.4%);

x Household income: The average weekly household income of $1,461 is the highest recorded of all the catchments and above the Perth and Western Australia average of $1,300 and $1,270 respectively;

x Finances: The average monthly housing loan repayment of $1,568 is the highest of all the catchments, above Perth average of $1,434. The weekly rent figure of $215 is also the highest, above the Perth figure of $194;

x Labour Market: The catchment recorded the lowest unemployment rate of 2.4%, below the Perth and Western Australia rate of 3.6% and 3.8% respectively. The area also recorded the highest proportion of full time employment (65.0%) and highest participation rate (69.2%);

x Qualifications: Of the residents in the catchment, 9.6% have an Advanced Diploma, the highest of all the catchments, above the Perth average of 9.2%. There are also a relatively high proportion of persons with non school qualifications (46.2%) above the Swan LGA average of 40.3%.

x Occupation: The catchment records the highest proportion of Managers (13.9%), above the Perth and Western Australia average of 11.2% and 12.5% respectively. There are a relatively high proportion of Professionals in the catchment (14.9%), above the Swan LGA average of 12.6%.

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Ballajura Catchment

x Age distribution: The average age of the residents in the catchment is 32.6 years, below the Swan LGA average of 33.6.

x Ethnicity: The area recorded the highest proportion of residents born overseas (35.0%). Of those born overseas, the majority are from the United Kingdom (6.1%), Vietnam (3.1%) and India (2.7%).

x Housing tenure: The majority of households are those purchasing a home (54.5%), above the Swan LGA average of 50.5%. Of the residents in the area, 24.9% of households fully own their own home, below the Swan LGA average of 25.1%.

x Household size: There was an average of 2.9 persons in each household in the catchment in 2006, just above the Swan LGA average of 2.8.

x Household structure: The catchment recorded 42.4% of couple family with children in the area, above the Swan LGA average of 39.4% and Perth average of 39.4%. The area has a relatively high proportion of one parent family (13.8%) and group households (2.5%), above the Swan LGA averages of 13.1% and 2.3% respectively.

x Household income: The average weekly household income is $1,213, below the Swan LGA of $1,226 and Western Australia average of $1,270.

x Finances: The area has a relatively lower housing loan repayment of $1,247, below the Swan LGA of average of $1,334. The weekly rent repayment is slightly above the Swan LGA average, at $176.

x Labour Market: The unemployment rate of 3.4% is just below the Swan LGA average of 3.5%.

x Qualifications: The proportion of persons with non school qualification was 39.0%, the lowest of all the catchments and below the Perth average of 47.8%. There are 21.3% of persons with a Certificate, slightly lower than the Swan LGA average of 22.1%, however above the Perth average of 19.6%.

x Occupation: The majority of residents in the workforce are Technicians & trades workers (18.4%), above the Swan LGA average of 17.9% and the Perth average of 16.0%. The area also recorded the equal highest proportion of Labourers (14.1%), above the Perth average of 9.7%.

Ellenbrook Catchment

x Age distribution: The average age in the area is 31.9 years, lower than the Swan LGA average of 33.6. The catchment is relatively young due to the higher proportion of residents in the 0-14 age bracket;

x Ethnicity: The proportion of residents born overseas is 31.5%, above the Swan LGA average of 27.7%. Of those born overseas, the majority are from the United Kingdom (7.5%), Vietnam (3.9%) and New Zealand (2.2%);

x Housing tenure: The proportion of residents purchasing a home is 55.7%, higher than the Swan LGA average of 50.5%. There is a relatively low proportion of households fully owning a home (24.4%), below the Swan LGA average of 25.1%;

x Household size: The area recorded the highest person per household (3.1), above the Perth and Western Australian average of 2.5;

x Household structure: The catchment recorded the highest proportion of couple family with children (48.5%), above the Perth and Western Australia average of 32.7% and 32.5% respectively. The area also recorded the highest proportion of couple family without children (32.4%), above the Perth average of 26.5% as well as the Western Australia average of 27.65%;

Final 82 Job No 73262 Swan Library Services Review: Research and Analysis

x Household income: The average weekly household income is $1,282, higher than the Swan LGA average of $1,226 however lower than the Perth average of $1,300;

x Finances: The average monthly housing loan repayment is $1, 279, below the Swan LGA average of $1,334. The weekly rent of $188 is above the Swan LGA average of $175 and Western Australia average of $180, however below the Perth average of $194;

x Labour Market: The unemployment rate of the catchment is 3.3%, lower than the Swan LGA average of 3.5% as well as the Western Australia average of 3.8%;

x Qualifications: The proportion of persons with a non school qualification is 39.3%, below the Swan LGA average of 40.3%. The proportion of persons with Advanced Diploma is 7.7%, in line with the Swan LGA average;

x Occupation: The majority of residents in the workforce are Technicians & trades workers, representing 17.6% of the workforce, slightly lower than the Swan GLA figure of 17.9%. The area records the highest proportion of Salesworkers (11.6%), above the Perth and Western Australia average of 9.8% and 9.4% respectively.

Bullsbrook Catchment

x Age distribution: The average age of the residents in the area is 34.1 years, above the Swan LGA average of 33.6 years however below the Perth and Western Australia average of 36.7 and 36.6 years respectively;

x Ethnicity: The catchment records the highest proportion of residents born in Australia (71.8%), above the Perth and Western Australia average of 61.5% and 65.3% respectively;

x Housing tenure: The area recorded over half (52.6%) of households purchasing a home, above the Swan LGA average of 50.5%. In the area, 17.9% of households are renting, below the Swan LGA average of 21.4%;

x Household size: There was an average of 2.8 persons in each household in the catchment in 2006, in line with the Swan LGA average;

x Household structure: The catchment recorded the highest proportion of couple family without children (28.9%), above the Perth average of 26.5%. There are a relatively low proportion of lone person households (13.2%), lower than the Swan LGA average of 19.0%;

x Household income: The average weekly household income is $1,291, above the Swan LGA and Western Australia average of $1,226 and $1,270 respectively, however, lower than the Perth average of $1,300;

x Finances: The average monthly housing loan repayment is $1,382 which is below above the Swan LGA average of $1,334 however below the Perth average of $1,434. The weekly rent of $160 is relatively low compared to the other catchments, lower than the Perth average of $194;

x Labour Market: The unemployment rate is relatively low at 2.5%, one percent lower than the Swan LGA average. There is a relatively high proportion of full time employment (64.1%), above the Swan LGA average of 62.8% as well as the Perth and Western Australia average of 61.0%;

x Qualifications: The catchment records the highest proportion of residents with a Certificate (25.8%), above the Perth and Western Australia average of 19.6% and 20.4% respectively;

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x Occupation: Technicians & trades workers account for 20.8% of the workforce, the highest proportion of all catchments. Labourers which account for 14.1% represent the equal highest proportion of all the catchments;

Guildford Catchment

x Age distribution: The catchment is the oldest, with an average age of 37.5%, above the Perth average of 36.7 and Western Australia average of 36.6 years. The relatively older age is reflected by the higher proportion of persons aged 65 an over;

x Ethnicity: The area records the highest proportion of persons born in Australia (70.2%), higher than the Western Australia average of 65.3%;

x Housing tenure: The catchment recorded the highest proportion of households fully owning home (28.1%), lower than the Peth and Western Australia average of 31.1% and 31.4% respectively. The proportion of households renting records at 20.3%, slightly lower than the Swan LGA average of 21.4%;

x Household size: The average household size is 2.8 persons per household, slightly lower than the Perth and Western Australia average of 2.5;

x Household structure: There were an average of 31.6% of couple family with children, lower than the Swan LGA average and the Perth average of 32.7%. The area had a relatively high proportion of lone person households (24.7%), above the Swan LGA average and in line with the Perth average. In addition, the area recorded the highest proportion of group households (3.2%), however, below the Perth and Western Australia average of 3.8 and 3.5% respectively;

x Household income: The average weekly household income is relatively high, recorded at $1,306, above the Perth average of $1,300 and Western Australia $1,270;

x Finances: The monthly loan repayment is $1,463, which is relatively high among the catchments as well as being above the Perth average of $1434. The average weekly rent repayment is $177, slightly above the Swan LGA average of $175.

x Labour Market: The unemployment rate of 3.7% is relatively high, above the Swan LGA average of 3.5% however just below the Western Australia average of 3.8%. The catchment records the highest proportion of full time employment of 64.8%, higher than the Perth and Western Australian average of 61.0%.

x Qualifications: The catchment records the highest proportion of persons with non school qualification (46.7%), above the Western Australia average of 45.7% however below the Perth average of 47.8%. Consequently, the area records the highest proportion of persons with a Bachelor degree or higher at 17.9%. This figure is above the Western Australian average of 16.7%, however lower than the Perth average of 19.0%.

x Occupation: The area records the highest proportion of Professionals, Community & personal service workers and Clerical & administrative workers. Of the persons in the workforce, 18.7% are Professionals, below the Perth average of 20.6%. Community & personal service workers account for 18.7% of the workforce, twice the Perth average of 9.1%.

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Table A.2: Demographic Indicators, 2006 Census Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Population Total population 28,629 19,744 19,268 17,412 3,953 4,272 93,278 1,445,078 1,959,086

Age Distribution 0-14 years 21.5% 28.2% 23.7% 25.8% 24.8% 19.2% 24.0% 19.5% 20.2% 15-24 years 14.3% 11.2% 15.4% 15.9% 12.5% 11.9% 14.1% 14.8% 14.1% 25-34 years 14.0% 16.0% 15.0% 11.5% 11.0% 14.9% 13.9% 13.6% 13.3% 35-44 years 14.6% 17.8% 16.1% 18.4% 17.8% 15.8% 16.4% 15.1% 15.1% 45-54 years 13.1% 11.5% 14.5% 15.0% 15.5% 14.7% 13.6% 14.2% 14.3% 55-64 years 10.7% 8.4% 8.6% 7.2% 11.2% 10.8% 9.3% 10.7% 10.9% 65+ years 11.8% 6.8% 6.7% 6.2% 7.2% 12.8% 8.7% 12.0% 12.0% Average age (years) 35.8 31.5 32.6 31.9 34.1 37.5 33.6 36.7 36.6

Country of Origin Australia 68.6% 65.3% 57.9% 62.1% 71.8% 70.2% 65.0% 61.5% 65.3% Born Overseas 23.1% 27.2% 35.0% 31.5% 21.9% 25.0% 27.7% 31.3% 27.1% Bosnia and Herzegovina 0.3% 0.0% 1.0% 0.4% 0.0% 0.0% 0.4% 0.2% 0.1% Canada 0.2% 0.2% 0.1% 0.1% 0.0% 0.3% 0.1% 0.2% 0.2% China (excl. SARs and Taiwan Province)(b) 0.1% 0.0% 0.6% 0.4% 0.0% 0.1% 0.2% 0.5% 0.4% Croatia 0.9% 0.3% 0.6% 0.3% 0.2% 0.6% 0.5% 0.3% 0.3% Egypt 0.0% 0.1% 0.1% 0.1% 0.0% 0.1% 0.1% 0.1% 0.1% Fiji 0.0% 0.1% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Former Yugoslav Republic of Macedonia 0.0% 0.1% 0.3% 0.5% 0.0% 0.0% 0.2% 0.2% 0.2% (FYROM) Germany 0.6% 0.4% 0.5% 0.3% 0.4% 0.6% 0.5% 0.5% 0.5% Greece 0.1% 0.1% 0.2% 0.2% 0.1% 0.0% 0.1% 0.2% 0.2% Hong Kong (SAR of China)(b) 0.1% 0.1% 0.4% 0.3% 0.1% 0.2% 0.2% 0.3% 0.2% India 0.9% 0.5% 2.7% 1.6% 0.4% 0.8% 1.2% 1.0% 0.8% Indonesia 0.1% 0.1% 0.2% 0.3% 0.1% 0.0% 0.2% 0.5% 0.4% Iraq 0.0% 0.0% 1.1% 0.7% 0.0% 0.0% 0.3% 0.1% 0.1%

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Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Ireland 0.3% 0.5% 0.3% 0.3% 0.2% 0.4% 0.3% 0.5% 0.5% Italy 1.6% 0.6% 1.0% 0.7% 0.5% 1.2% 1.1% 1.3% 1.1% Japan 0.0% 0.1% 0.0% 0.1% 0.0% 0.2% 0.1% 0.2% 0.2% Korea, Republic of (South) 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.1% 0.1% Lebanon 0.0% 0.0% 0.1% 0.1% 0.0% 0.1% 0.0% 0.1% 0.0% Malaysia 0.4% 0.5% 1.6% 1.6% 0.2% 0.7% 0.9% 1.3% 1.0% Malta 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% Netherlands 0.5% 0.5% 0.4% 0.3% 0.6% 0.5% 0.4% 0.5% 0.5% New Zealand 3.0% 3.1% 2.3% 2.2% 2.9% 2.9% 2.7% 2.4% 2.4% Papua New Guinea 0.0% 0.1% 0.0% 0.0% 0.0% 0.2% 0.0% 0.1% 0.1% Philippines 0.6% 0.3% 1.1% 0.8% 0.1% 0.2% 0.6% 0.4% 0.3% Poland 0.4% 0.3% 0.4% 0.6% 0.2% 0.2% 0.4% 0.4% 0.3% Singapore 0.2% 0.7% 0.8% 0.6% 0.6% 0.3% 0.5% 0.8% 0.6% South Africa 0.3% 1.5% 1.5% 1.3% 0.2% 0.7% 1.0% 1.3% 1.1% South Eastern Europe, nfd(c) 0.3% 0.0% 0.5% 0.2% 0.2% 0.1% 0.2% 0.2% 0.1% Sri Lanka 0.1% 0.1% 0.6% 0.4% 0.0% 0.1% 0.3% 0.2% 0.2% Thailand 0.2% 0.1% 0.3% 0.2% 0.0% 0.3% 0.2% 0.2% 0.2% Turkey 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% United Kingdom(d) 8.6% 13.1% 6.1% 7.5% 12.5% 11.4% 9.1% 11.8% 10.6% United States of America 0.3% 0.5% 0.2% 0.2% 0.5% 0.4% 0.3% 0.4% 0.3% Viet Nam 0.4% 0.2% 3.1% 3.9% 0.0% 0.3% 1.5% 0.7% 0.5% Born elsewhere(e) 2.3% 2.6% 6.7% 5.4% 2.0% 1.9% 3.7% 4.2% 3.4%

Language Speaks English only 89.7% 92.4% 73.3% 76.5% 96.9% 91.8% 79.7% 79.9% 81.8% Speaks other language 10.3% 7.6% 26.7% 23.5% 3.1% 8.2% 14.0% 13.9% 11.6% Arabic 0.1% 0.2% 2.8% 1.4% 0.1% 0.2% 0.8% 0.5% 0.4% Australian Indigenous Languages 0.1% 0.0% 0.1% 0.1% 0.1% 0.1% 0.1% 0.0% 0.4% Chinese languages: 0.4% 0.6% 4.1% 2.8% 0.3% 0.8% 1.5% 2.4% 1.8% Croatian 1.4% 0.4% 0.4% 0.3% 0.2% 0.9% 0.7% 0.4% 0.3% Dutch 0.3% 0.3% 0.2% 0.1% 0.2% 0.3% 0.2% 0.3% 0.3%

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Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Filipino (excludes Tagalog)(c) 0.2% 0.2% 0.5% 0.2% 0.0% 0.1% 0.2% 0.1% 0.1% French 0.2% 0.2% 0.5% 0.4% 0.2% 0.1% 0.3% 0.3% 0.3% German 0.2% 0.3% 0.3% 0.2% 0.5% 0.6% 0.3% 0.4% 0.4% Greek 0.1% 0.2% 0.4% 0.4% 0.0% 0.2% 0.2% 0.3% 0.3% Hindi 0.1% 0.0% 0.3% 0.2% 0.1% 0.0% 0.1% 0.1% 0.1% Hungarian 0.1% 0.0% 0.1% 0.2% 0.0% 0.0% 0.1% 0.1% 0.1% Indonesian 0.2% 0.1% 0.2% 0.2% 0.1% 0.0% 0.1% 0.4% 0.3% Iranic languages: 0.0% 0.0% 0.6% 1.0% 0.0% 0.1% 0.3% 0.3% 0.0% Italian 2.6% 1.2% 2.0% 1.6% 0.4% 1.8% 1.8% 2.0% 0.1% Japanese 0.1% 0.1% 0.1% 0.1% 0.0% 0.2% 0.1% 0.2% 0.1% Khmer 0.1% 0.0% 0.5% 0.2% 0.0% 0.0% 0.2% 0.1% 0.0% Korean 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.2% Macedonian 0.1% 0.1% 0.4% 0.9% 0.0% 0.0% 0.3% 0.4% 1.7% Maltese 0.0% 0.1% 0.1% 0.0% 0.0% 0.0% 0.1% 0.0% 0.2% Polish 0.6% 0.4% 0.5% 0.7% 0.2% 0.2% 0.5% 0.4% 0.0% Portuguese 0.1% 0.1% 0.1% 0.1% 0.0% 0.0% 0.1% 0.2% 0.1% Russian 0.0% 0.1% 0.0% 0.0% 0.0% 0.1% 0.0% 0.1% 0.3% Samoan 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Serbian 0.4% 0.0% 1.0% 0.6% 0.0% 0.2% 0.4% 0.3% 0.3% Sinhalese 0.1% 0.1% 0.2% 0.2% 0.0% 0.1% 0.1% 0.1% 0.2% Spanish 0.3% 0.3% 0.2% 0.5% 0.2% 0.1% 0.3% 0.4% 0.1% Tagalog (excludes Filipino)(c) 0.2% 0.1% 0.5% 0.4% 0.0% 0.1% 0.2% 0.1% 0.0% Tamil 0.0% 0.1% 0.1% 0.2% 0.0% 0.0% 0.1% 0.1% 0.2% Turkish 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.1% Vietnamese 0.5% 0.3% 4.2% 5.9% 0.0% 0.5% 2.1% 0.9% 0.3% Other(e) 1.9% 1.9% 6.4% 4.5% 0.6% 1.3% 2.9% 2.6% 0.1%

Household Type Couple family with children 30.3% 47.2% 42.4% 48.5% 41.2% 31.6% 39.4% 32.7% 32.5% Couple family without children 24.6% 29.7% 23.4% 21.3% 32.4% 28.9% 25.1% 26.5% 27.6% One parent family 14.8% 9.5% 13.8% 13.3% 10.6% 10.7% 13.1% 10.9% 10.7%

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Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Other families 1.3% 0.6% 1.4% 0.9% 0.4% 1.0% 1.1% 1.4% 1.2% Lone Person Household 26.1% 11.6% 16.5% 14.2% 13.2% 24.7% 19.0% 24.7% 24.4% Group Household 2.9% 1.4% 2.5% 1.8% 2.2% 3.2% 2.3% 3.8% 3.5%

Housing Tenure % of households fully owning home 26.3% 21.8% 24.9% 24.4% 26.2% 28.1% 25.1% 31.1% 31.4% % of households purchasing home 42.1% 59.2% 54.5% 55.7% 52.6% 48.9% 50.5% 39.7% 37.6% % of households renting 27.8% 17.1% 17.8% 17.5% 17.9% 20.3% 21.4% 25.7% 27.2% % other 0.4% 0.4% 0.2% 0.3% 0.6% 0.6% 0.4% 1.0% 1.0% Persons per household 2.5 3.0 2.9 3.1 2.8 2.4 2.8 2.5 2.5

Labour Market Full-time employment (% labour force) 61.7% 65.0% 62.2% 62.2% 64.1% 64.8% 62.8% 61.0% 61.0% Part-time employment (% labour force) 26.5% 25.9% 26.9% 28.4% 26.4% 25.8% 26.8% 28.8% 28.4% Total employment (% labour force) 95.4% 97.6% 96.6% 96.7% 97.5% 96.3% 96.5% 96.4% 96.2% Unemployment rate (% labour force) 4.6% 2.4% 3.4% 3.3% 2.5% 3.7% 3.5% 3.6% 3.8% Participation rate (% of population > 15 59.4% 69.2% 66.9% 67.7% 67.8% 63.3% 64.6% 62.8% 62.3% years)

Finances Average weekly household income $1,071 $1,461 $1,213 $1,282 $1,291 $1,306 $1,226 $1,300 $1,270 Average monthly housing loan repayment $1,248 $1,568 $1,247 $1,279 $1,382 $1,463 $1,334 $1,434 $1,390 Average weekly rent repayment $159 $215 $176 $188 $160 $177 $175 $194 $180

Qualifications % of persons with non-school qualification 37.4% 46.2% 39.0% 39.3% 41.7% 46.7% 40.3% 47.8% 45.7% % of persons with Bachelor degree or higher 8.6% 12.7% 10.2% 10.5% 8.5% 17.9% 10.4% 19.0% 16.7% % of persons with Advanced Diploma or 6.7% 9.6% 7.5% 7.7% 7.4% 9.3% 7.7% 9.2% 8.6% Diploma % of persons with Certificate 22.1% 23.9% 21.3% 21.1% 25.8% 19.5% 22.1% 19.6% 20.4%

Occupation

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Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Managers 9.7% 13.9% 7.5% 9.5% 12.9% 7.7% 10.2% 11.2% 12.5% Professionals 10.7% 14.9% 11.5% 12.5% 12.1% 18.7% 12.6% 20.6% 18.6% Technicians & trades workers 18.3% 16.9% 18.4% 17.6% 20.8% 20.2% 17.9% 16.0% 16.4% Community & personal service workers 9.8% 9.8% 10.2% 9.3% 7.7% 18.7% 9.6% 9.1% 8.9% Clerical & administrative workers 14.7% 17.3% 16.4% 17.2% 14.8% 17.8% 16.2% 15.7% 14.5% Salesworkers 10.0% 9.9% 10.7% 11.6% 6.6% 9.7% 10.3% 9.8% 9.4% Machinery operators & drivers 11.2% 7.5% 9.6% 8.5% 10.0% 2.9% 9.4% 6.3% 7.3% Labourers 13.6% 8.5% 14.1% 12.1% 14.1% 3.2% 12.2% 9.7% 10.9% Inadequately described/ Not stated 2.0% 1.4% 1.6% 1.6% 1.1% 1.0% 1.7% 1.5% 1.6%

Industry Agriculture, forestry & fishing 2.0% 1.6% 0.4% 0.5% 5.7% 0.4% 1.4% 0.8% 3.3% Mining 3.1% 4.0% 2.2% 1.9% 3.4% 3.8% 2.9% 3.1% 4.3% Manufacturing 13.2% 11.7% 13.5% 13.1% 12.5% 8.9% 12.7% 9.8% 9.4% Electricity, gas, water & waste services 0.7% 0.8% 0.8% 0.9% 0.9% 0.5% 0.8% 1.0% 1.0% Construction 8.9% 10.2% 8.6% 8.8% 11.5% 8.7% 9.2% 8.9% 9.1% Wholesale trade 5.4% 5.5% 5.2% 5.6% 4.6% 4.7% 5.3% 4.4% 4.0% Retail trade 12.1% 11.8% 13.0% 13.3% 8.8% 9.4% 12.2% 11.4% 11.1% Accommodation & food services 5.2% 5.0% 6.5% 6.4% 2.7% 5.7% 5.5% 5.8% 5.8% Transport, postal & warehousing 6.8% 4.9% 6.1% 4.7% 6.8% 5.7% 5.8% 4.2% 4.2% Information media & telecommunications 1.1% 1.3% 1.4% 1.7% 1.1% 2.0% 1.3% 1.5% 1.3% Financial & insurance services 2.0% 3.3% 2.7% 3.4% 2.5% 2.5% 2.8% 3.4% 2.9% Rental, hiring & real estate services 1.7% 2.3% 1.8% 1.9% 1.5% 2.1% 1.9% 2.0% 2.0% Professional, scientific & technical services 4.1% 4.9% 4.6% 5.1% 3.5% 7.7% 4.7% 7.4% 6.3% Administrative & support services 3.4% 2.8% 3.5% 3.1% 3.0% 3.3% 3.2% 3.3% 3.2% Public administration & safety 6.0% 6.9% 5.8% 6.0% 11.4% 7.1% 6.4% 6.5% 6.4% Education & training 5.7% 6.0% 5.2% 5.8% 6.0% 7.7% 5.7% 7.8% 7.7% Health care & social assistance 9.5% 8.9% 10.3% 9.1% 6.4% 10.9% 9.4% 10.7% 10.2% Arts & recreation services 1.3% 1.5% 1.2% 1.0% 1.3% 1.4% 1.3% 1.4% 1.2% Other services 4.4% 4.3% 4.2% 4.8% 4.2% 4.6% 4.5% 3.9% 3.8%

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Indicator Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Swan LGA Perth Western Australia Motor Vehicle Ownership % of households owning no vehicles 8.2% 1.7% 4.1% 2.7% 1.9% 5.2% 5.0% 7.1% 6.9% % of households owning 1 vehicle 34.0% 24.4% 30.8% 28.5% 22.9% 35.0% 30.4% 34.6% 34.1% % of households owning 2 vehicles 34.8% 50.7% 43.2% 43.1% 43.6% 40.8% 41.0% 37.8% 37.8% % of households owning 3 or more vehicles 18.7% 21.1% 18.5% 22.8% 28.9% 15.6% 20.3% 17.2% 17.8%

Internet Usage at Home Broadband 32.2% 53.3% 40.9% 49.4% 21.0% 43.1% 40.7% 43.2% 40.4% Dial-up 21.5% 23.0% 21.5% 20.5% 45.1% 22.5% 22.5% 21.3% 22.1% No Internet connection 41.5% 21.4% 33.5% 27.4% 30.8% 31.1% 33.0% 31.9% 33.7% Source: ABS 2006 Census, AECgroup

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Guildford Library survey - as of 4.00pm 15th Sept 2017

Officers Comment

147 responses were received by 4 pm Friday 15 September with a 78% completion rate. A summary is as follows:

1. Most respondents were between 26-59, working in some capacity and with school age children; 2. Over 80% of respondents had City of Swan Library cards and used Altone, Midland and Guildford Libraries; 3. 80% of the 147 respondents used the Guilford Library either a few times year or more than twice a month and mainly browsed the collection, borrowed items and attended children’s activities. 18% of respondents never used the Guildford Library; 4. Whilst many comments from respondents wanted a more traditional library service, quoting needing more hours and more books to encourage their usage (Option 2 model), over 90 % of respondents supported mixed use options for the Guildford Library, similar to the Option 3 model (community led activities, services, and programs, venue for not for profits, community workspaces) as well as library services; 5. High levels of support were recorded for using trained volunteers to support library use, swipe card access out of hours and self-service check outs; 6. Just over 20% of respondent’s volunteered to provide some of this support to a new type of library, with a similar percentage indicating they may be interested; and 7. The majority of respondents would choose email and Facebook as the best ways to inform them of what was available and happening at Guildford Library.

Please note that questions 8, 9, 14 and 21 are based on 109 responses received by the 15 September 2017.

A detailed outline of the questions asked in the survey, together with response received is listed below:

Question 1: Please tell us you name, address and email address? (optional)

Answered: 92 Skipped: 55

x Name: 98.91% responses (91) x Address: 89.13% (82) x Email address: 73.91% (68)

Question 2: Which suburb do you live in?

Answered: 147 Skipped: 0

x 80% of respondents are from Guildford/South Guildford x 94% of respondents are City of Swan residents

Question 3: How old are you?

Answered: 147 Skipped: 0

x 79% of respondents were between the ages of 26-59 years old

Question 4: What describes your circumstances?

Answered: 147 Skipped: 0

x 75% of respondents work x 42% have school aged children x 40% are part of a community group or not-for-profit

Question 5: Do you have a City of Swan Library Card?

Answered: 143 Skipped: 4

x 87% have a City of Swan library card

Question 6: Which of the City of Swan Libraries do you visit?

Answered: 143 Skipped: 4

x 79% use Guildford, 42% use Midland and 37% use both Guildford and Midland x 21 respondents use libraries outside of Swan and 38% of these use Bassendean

Question 7 How often (on average) do you visit Guildford Library?

Answered: 143 Skipped: 4

x 40% of respondents use the Guildford Library a few times a year x 38% use the Guildford Library twice a month or more

Question 8: If you do not use, or rarely use City of Swan Libraries, please tell us why? (and part responses from Q7) Answered: 60 Skipped: 87

1. Inconvenient and short opening hours - Only open for some hours on some days (need to open 9-5 during week days) - Opening hours not enough/limited - Opening hours not consistent every day (never know when it is open) - Opening hours do not suit people who work - Would like to go to library in the morning (especially with kids) but library does not open in the morning 2. Not many interesting activities - Kids get bored 3. Use resources elsewhere (e.g., another library, online resources) 4. Would visit library more when it suits my personal life (e.g., age of children, retirement) 5. Time of kids activities does not suit - Rhyme time is during sleep time and very close to school pick up 6. Not convenient to go to library via public transport 7. Too busy to go to library 8. Haven’t heard of the library before 9. Not innovative; not try in new ways to attract new visitors and utilise its facilities 10. Just moved into the area and joined the library

Question 9: Is there anything else you find important in a local library?

1. Resources, facilities and infrastructure of the library - Books, audiobooks, DVDs o Good book and dvd displays o Variety, quantity and quality of books, DVDs, CDs etc o Children’s books o Local information and newspapers o Good local cultural, history and heritage research - Easy to find what you are looking for - Computers, scanners, printers, photocopiers - Internet access, e.g., free wifi - Designated children area (good designed) and designated study/quiet area (separate) - A good place for study/work (space, no distraction etc) - Comfortable chair/couch - Layout - Lighting 2. Easy access - the library should be convenient and readily accessible to the whole community, e.g., - Walking distance - Free parking - Easy access through public transport - Easy access for disabled people - Close to schools (so that kids can walk to schools from library) - Close to cafes, restaurants etc - Close to other community services facilities (e.g., consolidate municipal activities into fewer buildings) - Opening hours need to allow all community members to be able to use the facilities (e.g., Occasional evening opening) - Online access (e.g., access to databases, access to pre ‘order’ books online) - After hours drop off for library items - Be able to access City service via library (e.g., rates payment)

3. Interesting activities - Activities for young children - Rhyme time and story time - Engaging and fun story times - Engage with schools/kindergartens/playgroups through programs - Holiday workshops for children/teenagers and other groups - Talks on specific topics - Free courses 4. Local libraries are important community hubs - Be good for information seeking, access to recreational and other reading materials, and access to technology - Provide support to community to access the information and resources (e.g., facilitate access to digital technology and online information) - Be community meeting and focus point - Be a place for community classes and activities - Provide a sense of community (customer gets to know their neighbours in the library and feels as part of a community) - Connect with and be responsive to community - Be a source of community information (e..g, provide information and updates on what’s happening locally) - Greater promotion and advertisement of events and faculties 5. Staff - Pleasant and friendly (with a smile and welcomes customers) - Knowledgeable and provides personable service to customers (e.g., be able to help recommend and find books based on customer needs) - Forms a interpersonal relationship with customers 6. Other things - Want to have a seed library and a tool library - Need to look beyond state lines for new ways to enhance technology and use facilities

Question 10: Please indicate library opening hours that would best suit you?

Answered: 101 Skipped: 46

The majority of respondents would prefer the hours:

x Monday - Friday 9am-5pm x Saturday 9am - 12pm x Sunday 10am - 5pm

Question 11: Please indicate which of those listed below you would support?

Answered: 116 Skipped: 31

The majority of respondents would support the options of:

x Trained community volunteers opening the library x Swipe card access x Community groups using the space and providing public access out of staffed hours x Self-service item check out

Question 12: Please tell us how you currently use Guildford Library?

Answered: 113 Skipped: 34

x 87% have a City of Swan library card x 79% use Guildford, 42% use Midland and 37% use both Guildford and Midland x 21 respondents use libraries outside of Swan and 38% of these use Bassendean x 40% of respondents use the Guildford Library a few times a year x 38% use the Guildford Library twice a month or more

The majority of respondents had browsed the book and DVD collection and borrowed items.

The majority of respondents have never done the following:

x I attend adult workshops x I attend children’s workshops x I attend Storytime x I attend talks x I browse the magazine collection x I order books from library staff to pick up at Guildford Library x I pay my rates and registrations at the library x I pick up items I have ordered from the online catalogue x I use the free scanning service x I use the free WiFi x I use the library to photocopy or print things x I use the public computers x I visit the library for research x I visit the library for social interaction x I visit the library to read (myself) onsite x I visit the library to read to my children onsite x I visit the library to study onsite x I visit the library to work onsite x My children play in the children’s library

Question 13: Which of the following services, programs, events or resources that have been offered at other City of Swan Libraries would you use if they were provided at the Guildford Library?

Answers: 116 Skipped: 31

Of activities offered at other City of Swan Libraries that respondents would use if offered at Guildford Library, the majority would: Support this option, and would use it often

x Children’s school holiday workshops x After school kid’s activities (i.e. Lego club, CoderDojo, craft)

Support this option, and would use it occasionally

x Access to Justice of the Peace x Adult talks or workshops x Genealogy and local history

Support this option, but would not use it personally

x Rhymetime x Toddler Tales x Learning English Through Storytime (LETS) x FutureLab activities x Children’s Book Week events x Youth school holiday workshops x Social English Club x Colouring at your library x Book club sessions

ISUPPORT ISUPPORT IOON'T I TOTAL WE GHTED SUPPORT THIS OPTION, THIS SUPPORT DON'T AVERAGE THIS AND WOULD OPTION,BUT THIS KNOW OPTION, USE IT WOULD NOT OPTION WHAT AND OCCASIONALLY USE IT THIS WOULD PERSONAL LY IS US E IT OFTEN Rhymetime 22.2% 11.1% 57.6% 2.0% 7.1% 22 11 57 2 7 99 1.58 Toddler 24.2% 12.1% 54.5% 4.0% 5.1% Tales 24 12 54 4 5 99 1.60

Learning 7.4% 3.2% 74.5% 4.3% 10 . 6 % English 7 3 70 4 10 94 1.15 Through St o r y t ime (LETS) Futurelab 16.7% 22.9% 30.2% 2.1% 28.1% activities 16 22 29 2 27 96 1.75 Access to 12.1% 57.0% 23.4% 4.7% 2.8% Justice of 13 61 25 5 3 107 1.79 the Peace

Children's 32.0% 23.0% 36.0 % 6.0% 3.0 % Book Week 32 23 36 6 3 100 1.84 events Children's 37.0% 20.0% 36.0 % 5.0% 2.0% school 37 20 36 5 2 100 1.91 hoUday workshops Yout h 24. 7 % 15.5% 50.5% 6.2% 3.1% school 24 15 49 6 3 1.61 hoUday workshops Social 5.4% 5.4% 75.3% 4.3% 9.7 % English 5 5 70 4 9 93 1.13 C ub Colouring 16.0% 17 . 0 % 46.8% 10.6% 9.6% at your 15 16 44 10 9 94 1.42 Ubrary After 35.4% 18.2% 37.4% 7.1% 2.0% school 35 18 37 7 2 99 1.84 k d's actJVltles (.e.Lego club, CoderDojo, craft)

Book c ub 18.4% 31 . 1 % 41.7 % 4.9% 3.9% sessions 19 32 43 5 4 103 1.66

Adult talks 36.0% 42.3% 14 . 4 % 4.5% 2.7% or 40 47 16 5 3 111 213 workshops Genealogy 29.2% 36.8% 26. 4 % 5.7% 1.9% and ocal 31 39 28 6 2 106 1.91 history Question 14: What would encourage you to use Guildford Library more often?

Answered: 85 Skipped: 62

1. Activities and events - More workshops, e.g., o CoderDojo, o Local history o Basic and advanced workshops in computing o Website design o FutureLab for adults o Accessing digital technology resources - Social groups/special interest groups, e.g. book clubs, Genealogy and local history groups, Social English club - Free/low cost craft classes - Visits from authors - Writing competitions etc (Options from Question 13) - Access to JP services - Age appropriate events, e.g., o Ideas for aging population o Fun things for kids to do (e.g., engaging story time, rhyme time) o More opportunities for youth and young adults (e.g., access to internet, printing and workshops) o Children’s activities for different age groups after school and during school holidays 2. Better opening hours - More convenient open hours - More consistent opening hours - Hours in the morning that are child friendly - Late finish times (e.g., 3-7pm) to suit people who work - Opening at evenings - Longer hours on Saturday - Provide swipe access on Sunday and outside hours - More available time to do rhyme times - Talks outside work hours 3. Resources and facilities - Books and DVDs o Bigger range (such as books in the upper primary and lower high) o Increase books and DVD stock which has been decimated o New items o More young adult books - Wifi - Bigger and nicer looking space - Be able to read outside - A good separate children area - Children’s section need to be good so that children are interested in choosing from physical books - More comfortable tables and chairs - Provide local space for work/study - Space, drinks (tea, coffee) and snakes (cake) for mother’s group - Library becomes more vibrant with dector (still maintaining heritage aspects, but with a more welcoming, warm feel) 4. Other types of libraries - Seed bank or seed library - Tool library 5. Better marketing and advertisement, e.g., - Collections updated regularly - Newsletters sent through emails - Facebook updates - Local newspaper - Widespread information dissemination about services - Customers receive invites and reminders from library 6. Access to library - Better parking access - Better access for seniors (e.g., a pickup bus service) - Better public transport access from certain areas (such as Caversham) 7. Function as a community hub - A place for different social groups activities (e.g., Adult Toastmaster sessions) 8. Friendlier staff 9. For some customers if they have time they will visit more 10. Other suggestions - Sell off the site/lease out to private businesses - Convert to a restaurant or café as information needs are met elsewhere (e.g., use another Library) - Other libraries are better equipped

Question 15: Would you support the mixed use options for Guildford Library such as community-led activities, services, events and programs to further activate the library/space?

Answered: 115 Skipped: 32

x 88% would support mixed use options for Guildford Library such as community-led activities, services, events and programs to further activate the library/space

Question 16: As a community member, would you be interested in leading or volunteering to host community-led activities, services, events or programs?

Answered: 114 Skipped: 33

x 51% of would not be interested in leading or volunteering to host community-led activities, services, events or programs

Question 17: If you answered 'Yes' or 'Maybe' to the question above, please tell us more about your interest in leading community activities, services, events or programs in the space or volunteering your time?

Answered: 39 Skipped: 108

Question 18: Would you support Guildford Library being used as a venue for not-for- profit and community groups, such as community work spaces and workshops, in addition to library services?

Answered: 115 Skipped: 32

x 89% would support Guildford Library being used as a venue for not-for-profit and community groups, such as community work spaces and workshops, in addition to library services

Question 19: Are you currently part of a community group or not-for-profit?

Answered: 114 Skipped: 33

x 40% are part of a community group or not-for-profit

Question 20: Tell us the best way(s) to inform you about what is available and happening at the Guildford Library?

Answered: 92 Skipped: 55

x The majority of respondents would chose email and Facebook as the best ways to inform them of what was available and happening at Guildford Library Question 21: Any other suggestions or comments you would like to make?

Answered: 40 Skipped: 107

1. Activities and events - Incorporate library into a Heritage Walk for locals and tourists (with gold coin donations) - Get the library involved more with the local kindy and primary school - More engaging, fun and interesting story time, activities and incursions in the library - More interactive craft after storytime like the Midland library - Foreign language groups 2. Resources and facilities of library - More books - Update Children’s games and toys - Coffee available - Co-locate other community or council events in the library - Friendly entrance (e.g., with a doggy bowl and bike racks/dog tie-ups) - Brighter lighting and rearranging areas for quite times and for talks - Provide staff resources and new facilities (such as new toilet and parent room facilities) - Put up displays and proclaim Guildford’s history - Utilise GL’s history to attract visitors 3. Community atmosphere - GL is important to local residents from a social interaction/community point of view - Customers feel as part of a community by going to GL - Library is more than a list of facilities – It is the support and service provided by the professionals - People have good memories of GL - GL provides an essential service and a hub for social contact (within walking distance) - GL becomes a community place providing a diversity of services - Have open communication channels available between community members as well as between community and staff in the library - Encourage community to contribute to the library 4. Access to library - Open up GL front doors and let the entry be on James Street (and more visible signs) - A local library is an important part of creating and maintaining a community - GL is convenient to local residents (e.g., within walking distance, close to schools) - Older GL members find it difficult to attend the Midland library (e.g., parking is not easy) - Some customers walk to the library (and will find difficult to go to Midland library) - Patrons are able to order the books through the library - Midland library can get very busy during rhyme time and story time which makes it difficult to bring two children there (also due to their setting) - Cheaper options such as swipe cards for GL can be considered - It is difficult to establish new or replacement services for GL library if it closes 5. Better opening hours (e.g., 32 hours a week, with late opening at 11am on Monday and Thursday, 1-4pm opening for Sunday) 6. More facilities aimed at Guildford residents in the local area 7. Other suggestions on changes to GL - A lot can be done to make the GL more appealing (with good ideas from community consultation process) - Library can become an innovative and exciting place to do (not function as a traditional library), e.g., o Carpe Coffee - GL can be given to smart business people who can take the opportunity to liven up the community - Direct the resources of GL to somewhere else - Council needs to stop the ‘shut everything down’ mentality

City of Swan Libraries Strategic Plan 2017-2020

• Strategic Community Plan • Strategy for the Ageing City of Population Swan • Youth strategy •Libraries Children's Services strategic plan

• Guidelines, Standards and ALIA Outcome Measures for Australian Public Libraries

City of Swan Libraries Strategic Plan

SLWA • Framework Agreement

Legislation • Library Board Act & Regs.

City of Swan Customer and Library Services

Customer and Library Services Vision The City of Swan Customer and Library Service will connect our diverse communities with a welcoming experience through knowledge, learning, creativity and provide them with opportunities to access City services and transact accordingly. We will achieve this by connecting people with accessible information, innovative technology and excellent customer service.

Customer and Library Services Outcomes x Literacy and lifelong learning x Informed and connected citizens x Digital inclusion x Personal development and wellbeing x Stronger and more creative communities x Economic and workforce development

City of Swan Libraries

Mission To enable our community, through creative, innovative, future-focussed Library Services, and supporting literacy and lifelong learning, to build strong connected communities.

Outcomes Content and Collections - Well organised, current collections and content that meet and reflect the needs of customers and community Programs - An annual program of activities and events that use library resources and collections to meet the diverse needs of the community. Library Operations - Skilled staff, attractive functional spaces, better customer experiences and streamlined processes. Infrastructure - Centralised corporate functions are approached with critical analysis, innovative process and support the delivery of strategic priorities. Places - Digital and physical places and spaces that are responsive to community needs and create a sense of community and belonging Guiding Principles Places - We provide adaptable places and spaces that are welcoming and inspire community activation and experiences Access - We provide free and equitable access to quality information in a range of formats for our community Staff - We have staff that are customer focused and enthusiastic with the skills to meet the changing needs of our community Empowerment - We provide services and programs that build community capacity and enable people to fully participate in society Innovation - We encourage innovation and change and adopt new technologies and approaches to evolve and deliver our library service Partnerships - We actively work to partner with internal and external providers to enhance our library service

Alignment with other City of Swan plans and strategies City of Swan Strategic Community Plan - SCP x S2.1 Strengthen Place based access and delivery of services x G2.1 Improve capability and capacity City of Swan Youth Strategy - YS x E1.1.1.1 Facilitate peer to peer and business start-up mentoring programs x E2.2.5.10 Continue and expand existing library education programs to assist job seekers x E3.3.8.15 Expand and enhance the technology used in the library ‘future labs’ and increase technical expertise through the employment of technical experts x B2.8.17.33 Investigate the feasibility of utilising, enhancing and upgrading City facilities, to ensure when upgraded facilities are fit-for-purpose Strategy for the Ageing Population - SAP x 3.1.1 Expand and evolve the scope of the City of Swan existing suite of intergenerational initiatives currently planned for in operation The City shall expand its service delivery of intergenerational programs and initiatives, including project partners where possible City of Swan Libraries Children’s Services Strategic Plan - CSSP

Content & Collections

Content & Collections - Provision and management of resources in diverse formats to ensure a digital, cultural and traditionally literate community engaged in lifelong learning. This includes activities such as managing the digital space, collection development, content management and technology management.

x Outcome - Well organised, current collections and content that meet and reflect the needs of customers and community x Rationale - Collections are the major funding component for the library service, and as such funds need to be managed and promoted to provide the optimal experience for the community x Strategy x CC1 - Collection management policy, guidelines and strategies for all formats and content x CC2 - Select and purchase resources within budgetary constraints to provide collections in various formats to meet the needs of the community x CC3 - Manage and promote resources and content to optimise experiences, services and access for customers

Programs

Programs - Development and delivery of a wide range of programs and activities that support knowledge and learning to strengthen communities. Includes activities such as developing and delivering:

x Programs to facilitate inclusion and hence build strong communities x Innovative and creative programs that support skills and abilities to flourish in new and emerging industries and technologies x Programs that provide access and enjoyment to arts and culture x Programs to inform and educate on environmental sustainability and other global trends x Partnerships and collaborations to deliver programs x Programs to facilitate inclusion and hence build strong communities

x Outcome - An annual program of activities and events that use library resources and collections to meet the diverse needs of the community. x Rationale - A strong program of activities support positive outcomes in the community including: Enrich the lives of community members; Build literacy, language and learning skills; Engage, connect, inform and inspire; Improve personal development and wellbeing x Strategy - x P1 - Design, development and delivery of library programs that recognise the special needs, interests and capabilities of participants and different target groups x P2 - Programs involve relevant stakeholders in identification, design, development and delivery x P3 - Library staff are trained in the range of skills required for successful program design and development x P4 - Programs are monitored and evaluated to assess success or popularity, effectiveness and quality

Library Operations

Library Operations - Delivery of innovative front line library services which are financially sustainable, whilst supporting informed and connected citizens through inclusive interaction and participation. This includes activities such as visitor management, customer service, circulation (use of functionality of LMS/RFID), reader’s advisory, reference enquiries, library presentation/spaces, and customer support in use of technologies.

x Outcome – Skilled staff, attractive functional spaces, better customer experiences and streamlined processes. x Rationale - The future of Public Libraries will be determined by their ability to accept and make changes relevant to Customer and Place needs, whilst enhancing the City’s reputation, aligned with the City’s SCP and within budgetary constraints x Strategy x LO1 - Manage resources (staff, budget, space) to develop and deliver a diverse range of exceptional, contemporary, community focused library services aligned with the City’s Strategic Community Plan, and Customer and Library Services Annual business plan x LO2 - Accessible online policy, guidelines and strategies for all staff x LO3 - Incorporate research, learning and development as part of staff duties to optimise their aptitude to suggest, adopt and/or support ongoing improvements ensuring our libraries are relevant and well attended x LO4 - Manage, promote and assist with resources and content to optimise experiences, services and access for customers

Infrastructure

Infrastructure - Delivery and management of a wide range of centralised corporate functions on behalf of Customer and Library Services. These include:

x Budgeting and business planning x Contract management and x Stakeholder, risk and project management procurement x Reporting and statistics x Marketing & advocacy x Risk management x Library technology and innovation x DAIP

x Outcome – Centralised corporate functions are approached with critical analysis, innovative process and support the delivery of strategic priorities. x Rationale - Centralised delivery of corporate functions improves effectiveness and efficiency and provides a co-ordinated and consistent approach for the business unit. x Strategy x I1 - Deliver on corporate functions x I2 - Manage resources centrally where appropriate and report accordingly x I3 - Develop high level strategies to enable consistent and considered decision making

Focus areas for 2017-2020

x Content and Collections

x SLWA funding cuts x Changes to SLWA selection processes and allocations x Integration of eResources into the whole collection x Access and visibility of digital resources in our catalogue x Decreasing public demand for print collection – promotion of print collections to optimise resource expenditure, thematic NF collections x Provision of additional resources for school at Ellenbrook x Relevance of collections – especially the new Bullsbrook Library & Guildford Library x Management of increasing eLibrary collection. x Regular review of collection management policy to ensure there are clear collection development guidelines in place, that collection performance is monitored and evaluated, and that collection expenditure provides best value to Council and the community x Provision and management of technology to support Futures Lab x Maintenance of library catalogue x Development and promotion of local history collection x Optimisation of customer experience and access to collections through the Discovery Layer (Iguana) x Management of book, magazine and online subscriptions and contracts

x Programs

x Deliver tailored adult, young adult and children’s programs in accordance with the ‘Guidelines, Standards and Outcome Measures for Australian Public Libraries’ x Ensure programs are coordinated across all 6 branches, according to the needs of Place and local communities. x Develop a supporting evaluation framework to ensure effective program delivery x Develop and deliver programs to encourage exploration in new and emerging technologies (Futures Labs at every branch) x Develop and deliver Futures Labs at the Midland Railway Workshops in April 2017

x Library Operations x Develop staffing model that supports service delivery and meets ALIA Guidelines G5, 6, 8, 12 & 13 and Standard S2 x Management of ongoing and required changes to staff skill sets x Staff resilience x Updated processes and work instructions available online to all x All staff have competency based skills template aligned to position description and service area x Cross functional relationship and interaction x Delivery of customer service in Place that meets ALIA Guideline G16 x Lack of space restricting necessary change and innovation to stay relevant. x Maintain community relevance x Percentage of population who are members meets ALIA Standard S8 x Visits per capita per annum meets ALIA Standard S9 x Customer Satisfaction meets ALIA Standard S15 and City standards

x Infrastructure x Project ready for Tech One, costings and timesheet opportunities x Set up appropriate reporting mechanisms, reportable milestones x Develop and deliver a marketing plan for 17/18 x Develop and deliver advocacy plan for 17/18 x Deliver Annual Business Plan and Budget x Work to develop Place Operational Management Plans x Work to develop plans for shared workspaces x Guidelines for using spaces in libraries x Develop and deliver work action plan for portfolio

I & J Management Services

City of Swan Libraries

Assessment of library planning and management against industry best practice

Introduction The City of Swan is seeking an independent assessment of its current approach to management of its library services. This will determine the extent to which current practices are aligned with national best practice in provision of public library services, and identify any opportunities for improvement.

In 2016 the Australian Library and Information Association (ALIA) and the Australian Public Library Alliance (APLA) published an updated version of Guidelines, Standards and Outcomes Measures for Australian Public Libraries (the Guidelines)1. Drawing on previous versions of the guidelines and analysis of library management practices in Australia and overseas, the Guidelines are a comprehensive and contemporary statement of best practice provision of public library services.

The City of Swan’s performance against national library guidelines and standards can best be demonstrated through use of the Framework for Australian Public Libraries, which defines the five essential components of a contemporary 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 individual and community outcomes – the difference libraries make in the lives of individuals and community, economic and cultural outcomes.

The City of Swan (CoS) engaged the authors of the Guidelines, I & J Management Services, to conduct a desktop review of library plans, policies, reports and performance data to independently assess the extent to which current practices are aligned with industry best practice (as defined by the guidelines and standards). On the basis of this review, the City of Swan’s libraries have been assessed against each criterion as:

- Does not meet the standard Partially meets the standard Substantially meets the standard Meets the standard Exceeds the standard

1 https://read.alia.org.au/guidelines-standards-and-outcome-measures-australian-public-libraries-july-2016.

Best Practice Assessment – September 2017 Page 1

City of Swan Libraries I & J Management Services

In the following sections of this report, each of the five assessment criteria is prefaced by a statement from the Guidelines on the best practice outcome.

Strategic community focus Investment in public libraries is an investment in the strength, capability and resilience of the community. Therefore, public libraries must work, and be seen to work, actively with their communities to provide services that are responsive to community needs and build individual and community capacity. Public libraries can do this by:

ensuring universal access to library services gathering and analysing information about their community that enable them to deliver services that recognise and reflect the communities’ needs and aspirations engaging community members and organisations in shaping the provision of library services being a champion of the community’s unique cultural identity (its history, art, community languages and customs), its diversity and its aspirations creating and nurturing partnerships that build community and individual resilience and capacity.

Assessment Observations The Western Australian Local Government Association’s (WALGA) Vision 2025 and Framework for Strategic Action, Public Libraries in Western Australia Strategy Implementation Plan recognizes the key role that public library services in WA play in developing stronger communities by: - building capacity and fostering community engagement - promoting learning and literacy - preserving, sharing and celebrating our rich heritage - inspiring new ideas and creativity. CoS provides residents and visitors with free access to library services at its six branches and through the library website. This includes provision of all five core services of a contemporary public library: content and collections; information and reference services; programs; technology access and support; and places and spaces. CoS Libraries analyse ABS census and population data to understand the City’s demographic profile (and service needs) at LGA level and for each library branch’s catchment area. This includes analysis of population totals and changes in population, as well as the population breakdown by: - age (service age groups) - Indigenous status - language spoken at home - household size - educational qualifications - employment and occupational status - income levels - internet connections. This analysis notes the distinct demographic and socio-economic differences between the library catchment areas. Library users help to shape the libraries’ collection through submission of purchase suggestions. Individuals and community groups are also able to approach the library with ideas for programs.

Best Practice Assessment – September 2017 Page 2

City of Swan Libraries I & J Management Services

Assessment Observations Library policies recognize the importance of engaging community partners, stakeholders and external experts in the design and delivery of library collections and programs (e.g. First Aid for Wildlife program, Seed Saving Workshops, Worm Farming Workshops). CoS Libraries provide dedicated and specialist staff, space and resources to maintenance, display and development of a Local History Collection (located at the Midlands Library). The libraries provide collections and programs to meet the needs and interests of people of all ages, with different language levels and different first languages. CoS Libraries consult with library users and community members through periodic and focused community consultation sessions, presentations, surveys and local Friends groups. Library users and community stakeholders can participate in periodic evaluation and review activities (via surveys and interviews), and are able to provide formal and informal feedback to library staff at any time.

Conclusion City of Swan Libraries have a comprehensive understanding of the City’s varying socio-demographic profile. The Libraries proactively engage the community, partner organisations and other Council Departments in planning, design and delivery of a full range of contemporary library collections, programs and services to meet the diverse needs of the community.

Assessment Observations Governance CoS Libraries are a business unit within CoS’s Community Wellbeing Division. Strategic and operational oversight of the libraries occurs through Council’s standard governance arrangements. This includes ongoing management and annual strategic planning and review of library staffing, facilities, technology services, and capital and asset management. CoS Libraries have an active role in the development of the public library sector in WA. The Manager of Customer, Library and Visitor Services in the City of Swan is the President of Public Libraries Western Australia, and the WA representative on the Australian Public Library Alliance. WALGA’s Public Library Services in 2025 Strategy Implementation Plan details four key pillars as building blocks for strategic change: Integrated Planning; Good Governance; Best Value Service Delivery; and Strategic Positioning. The Plan describes more than 60 actions to progress structural reform in public libraries in WA. Responsibility for implementation of these actions rests with WALGA, PLWA, SLWA, library sector working groups and local library services.

Best Practice Assessment – September 2017 Page 3

City of Swan Libraries I & J Management Services

Assessment Observations Management The draft City of Swan Libraries Strategic Plan 2017-2020 describes a Customer and Library Services vision. We will connect our diverse communities with a welcoming experience through knowledge, learning and creativity. We will provide opportunities to access City services and transact accordingly. We will achieve this by connecting people with accessible information, innovative technology and excellent customer service. The Strategic Plan also describes a mission, guiding principles, service outcomes (matching those in the best practice Guidelines), strategic priorities and focus areas for the next three years. The Strategic Plan is focused on achievements in four key areas: Content and Collections; Programs; Library Operations; and Infrastructure (again, consistent with the service offerings identified in the Guidelines). The Libraries’ Strategic Plan identifies direct alignment with the CoS Strategic Community Plan, the CoS Youth Strategy, and the CoS Strategy for the Ageing Population. CoS Libraries have also developed a specific Children’s Services Strategic Plan. CoS Customer and Library Services has a comprehensive process for development of its multi-year and annual business plans. Documented guidance is provided on: the business planning process and priorities; environmental scanning; SWOT analysis; stakeholder management; place planning; risk analysis and assessment of business performance. The Business Plan 2017/18 to 2020/21 outlines annual resource allocations and forecasts, as well as work plan actions and milestones by year against each service priority. Likely service impacts are identified, with KPIs listed against key service areas. The library has direct control of its IT infrastructure.

Conclusion City of Swan Libraries have a comprehensive and detailed approach to strategic and business planning. This covers all aspects of library operations including management of the libraries’ financial, human, facilities, capital and technological assets and resources. This approach has recently been revised to recognise the 2016 release of the updated guidelines, standards and outcome measures for Australian public libraries, ensuring that CoS Libraries stay at the forefront of developments in public libraries in Australia and overseas.

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City of Swan Libraries I & J Management Services

Assessment Observations Content and collections CoS Libraries’ 2017 Collection Development Guidelines document the libraries’ approach to selection, procurement, management and use of library collections. They are consistent with best practice in library collections management and ensure that library users across the City have timely access to a wide and diverse collection in different formats. The library has a dedicated Local History Collection, collection items in community languages, and free member access to a wide range of online digital resources (e.g. eAudiobooks, eBooks, eDatabases, eMagazines). The library offers Housebound Services for people who cannot visit a branch. CoS Libraries’ collection contains resources purchased with funds provided by SLWA, the City of Swan and the WA Department of Education and Training. The collection primarily serves the ratepayers and residents of the City of Swan, although provision is made for access by the wider community. The collection contains resources in different formats, dependent on availability, budgetary considerations, client needs and community profiles. The size, quality and use of CoS Libraries’ collection meets or exceeds library standards. - 1.5 collection items per capita - 65% purchased within the past five years - $3.57 expenditure on library materials per capita per annum - 2.6 loans per collection item (physical). Information and reference services CoS Library staff are trusted and expert guides in accessing information. Information, reference and readers’ advisory services are accessible to users of all library branches. Library users are supported to develop their information literacy and digital literacy skills to facilitate their effective use of library resources and facilities. Programs CoS Libraries’ Library Programs Planning and Evaluation Framework supports planning and review of learning and cultural programs run by the libraries to strengthen individual and community capacity and connections. The Libraries’ programs service area implements programs in all library branches in line with four core target demographic groups – Children, Young Adults, Adults, Culturally and Linguistically Diverse (CALD). Programs are also offered to people of all ages to support their access to and effective use of technology. For example: - weekly Rhymetime and Storytime activities for pre-schoolers and their parents, and Better Beginnings reading packs, to support early years’ literacy - Kanga Club and Platypus Club to encourage reading for school age children in Years 1 to 4 - young adult programs and collections - internal and external book clubs to encourage adult reading and social connections - English conversation classes, Scrabble Club, Mosaics for Beginners and many more lifelong learning and special interest activities. The wide scope of CoS Libraries’ learning and cultural programs are consistent with best practice public libraries. Participation in library programs (i.e. 0.19 attendances per capita) indicates effective targeting and promotion of community-focused library programs.

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City of Swan Libraries I & J Management Services

Assessment Observations Technology access All six CoS Libraries offer free internet and wifi access. Library members can use public computers to access the internet, as well as edit and print documents. A parent or guardian must sign for children under the age of 18 years to obtain unrestricted and unsupervised access to the internet. Computer access is limited to 2 hours per day. Wired2Swan is a free wifi internet service provided by CoS Libraries to all members of the public (not just library members). Anyone with a wifi enabled device can access the internet from all six library buildings. CoS Libraries support digital literacy through provision of computer and internet training courses, as well as staff response to individual library queries. CoS Libraries have worked closely with Centrelink to provide support to members of the public wanting to access government services through myGov. Places and spaces CoS has six library branches of varying size, layout and amenity. Each branch, even the smallest branches, provide an appropriate mix of spaces to meet the needs of different library users. That is, places to browse the collection, sit and read, participate in programs, undertake research or study, access computers or use wifi services, meet and connect, relax and reflect. CoS Libraries are to some degree constrained in their provision of library spaces by working in buildings that are not purpose built for library services. The Libraries periodically review library layout, furniture and access to better accommodate different user needs.

Conclusion City of Swan Libraries provide the complete range of services expected of a contemporary public library. Every branch, even the smaller libraries at Bullsbrook and Guildford, have direct access to an appropriate sized collection (for their catchment), provide library programs for people of different ages and interests, and provide recreational, learning and work places and spaces for public use.

Public library benchmarks CoS Libraries’ service offering and service delivery can be compared with other public libraries in WA (via NSLA’s Australian Public Libraries Statistical Report 2014/15 – the latest available published figures, insert URL) and the 15 public library standards listed in the Guidelines.

Assessment Observations Service points CoS has six library branches. All branches are presented to a standard that meets the expected functionality of a public library. As far as possible, the branches allow for flexibility in the use of library spaces. The library’s website provides access to information about library access,

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City of Swan Libraries I & J Management Services

Assessment Observations programs and services. The library has an online catalogue which enables users to search the collection and reserve collection items. The library provides Housebound Services to deliver collection items to people who cannot access a library branch. Staffing CoS Libraries employ more than 68 staff across all operations, with a total FTE of around 50.28. CoS Libraries’ strategic and annual business plans identify priorities for staff development, and commit to provision of training opportunities to support all staff and individual staff professional learning needs. Staff have the opportunity to work in both branch and direct customer service roles, as well in central and program areas. Funding CoS Libraries have an annual direct budget of approximately $7.2 million. This equates to per capita funding of $52.68, 27% above the WA average. In addition to statewide collections funding provided by SLWA, the City of Swan commits $200,000 of its own funds to development of library collections. This represents net collection funding of $3.57 per capita, 138% above the WA average. Partnerships and collaboration CoS Libraries enhance the scope and efficiency of service delivery by working with other Council Departments and community partner organisations. This includes local education providers, State and Commonwealth Government Departments, cultural organisations, youth services providers and other community groups. Partners are engaged in development and delivery of library programs, including delivery of programs at library branches. Customer service CoS Libraries engage library customers through surveys to assess levels of customer service and opportunities for improvement of library services. CoS Libraries also provide access points for residents of the City of Swan to access Council-wide customer services.

Conclusion The City of Swan funds its libraries at above average levels, in recognition of the value of public libraries in contributing to community wellbeing, especially in parts of the municipality which have particular need for library services and programs (e.g. literacy and lifelong learning). While the network of six library branches is the primary mechanism for delivery of library services, CoS Libraries also use digital service delivery and partnerships with community organisations to increase user access to library services.

literacy and lifelong learning, including early childhood development informed and connected citizenship

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City of Swan Libraries I & J Management Services

digital inclusion, especially for this at risk of being marginalised from society through having no or limited access to technology or low digital literacy personal development and wellbeing stronger, more creative and culturally inclusive communities economic and workforce development.

Assessment Observations CoS Libraries have incorporated the six library outcomes identified in the Guidelines into its draft Strategic Plan 2017-2020. Anecdotally, there are numerous examples to indicate that the Swan community and local library users are realizing these benefits. In particular, CoS library programs contribute to early years’ literacy and lifelong learning outcomes, as well as facilitating digital inclusion for people who do not have direct access to computers and the internet. CoS Libraries are also increasing their role in supporting cultural inclusion and community connections. However, at this stage, mechanisms for quantitatively measuring the impact of public libraries on library users and communities have not been developed or implemented. Consequently, there is no definitive evidence to quantify the social and cultural value of public libraries in the City of Swan.

Conclusion City of Swan Libraries, as is the case for public libraries and public library systems around the world, have not yet established an outcomes-focused approach to measuring their impact on individual and community outcomes. By incorporating, from 2017, the outcomes defined in the Guidelines into their strategic planning and review processes, the CoS Libraries have taken an important first step in being better able to articulate their contribution to community strengthening.

It should be noted, however, that Australian and international research on the economic value of public libraries consistently indicates a benefit-to-cost ratio of 3:1 or better, which places libraries ahead of other industry sectors and the same as or better than the return from other government spending. In effect, every $1 invested in public libraries has been shown to deliver in return net economic benefits of at least $3.

Overall assessment By any relevant measure, the residents of the City of Swan are served by one of Australia’s leading public libraries. In all key areas of library planning, design and delivery (except for measurement of library outcomes) the City of Swan Libraries meet or exceed the most recent benchmarks for best practice in provision of Australian public library services. Furthermore, recent revisions to the library’s strategic and business planning approaches are likely to keep CoS Libraries as vibrant community hubs at the forefront of developments in public libraries.

Assessment Focus area Strategic community focus Service management Service offering Service delivery Individual and community outcomes

Recommendations The City of Swan Libraries’ current forward plans provide a clear pathway for ongoing improvement in the scope and quality of library services delivered across the City.

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City of Swan Libraries I & J Management Services

The one area where there is a significant opportunity for change in the way the library works is in the measurement of the difference the library makes in the everyday lives of library users and their community. A greater focus on measuring library outcomes and impact, as distinct from counting library activities and usage, will enhance CoS Libraries’ ability to communicate to stakeholders, users and funders the real contribution that the library already makes (but cannot measure) in its community. This could occur through:

leading and participating in national and state trials of library impact measurement approaches greater use of research mechanisms (e.g. surveys, interviews, focus groups, evaluations) that capture qualitative information on the impact of library services monitoring of global research on measurement of library outcomes (e.g. through the work of the Gates Foundation).

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Business Performance Indicators

This section provides an analysis of the key business performance indicators for City of Swan Libraries. The information presented will include a summary of key statistics to provide an indication of the level of utilisation of library services by the community, and the performance of the library service over three years from 2014/15 - 2016/17.

The business performance information presented will include the following indicators:

x Member information; x Visit information; x Circulation information; and x Collection information.

Membership

Total membership

In the 2016/17 financial year, the City of Swan recorded a total of 73,574 registered members1. Ellenbrook had the greatest growth rate of 15.4% followed by Altone Park with 4.2% and Midland with 2.5%. Bullsbrook experienced a negative growth rate of -22.8%, Ballajura 0.2% and Guildford -8.6%. The average growth rate for the period 2014/15-2016/17 across all libraries was 4.4%, or 3102 memberships.

It is to be noted that the negative growth rate at Bullsbrook Library reflects that construction over a two year period around the library/school and car park as well as lengthy closures of the Library to deal with asbestos removal made access very difficult and impacted membership.

Total membership by branch 2014/15-2016/17 Branch 2014/15 2015/16 2016/17 Average Growth Rate 2014/15-2016/17 Altone Park 11,906 12,391 12,408 4.2% Ballajura 11,780 11,527 11,753 -0.2% Bullsbrook 3,602 3,586 2,779 -22.8% Ellenbrook 19,638 21,665 22,669 15.4% Guildford 1,564 1,350 1,429 -8.6% Midland 21,961 21,966 22,515 2.5% Total 70451 72485 73553 4.4%

1 This figure includes 21 members who joined at the Gidgegannup Drop Point library Total membership by branch 2014/15 - 2016/17

Total membership by branch 2014/15-2016/17 25000

20000

15000 2014/15 2015/16 10000 2016/17 5000

0 Altone Park Ballajura Bullsbrook Ellenbrook Guildford Midland

Source: City of Swan Libraries

New members

In the 2016/17 financial year, total new membership in Swan libraries was 8,416. This figure demonstrates that total new registrations in Swan libraries have decreased by 6.47% over the past three financial years. Altone Park and Ellenbrook libraries have increased in new members by 3.1% and 4.8% respectively which are in line with the growth of their catchment areas and new suburb development. Bullsbrook Library had the lowest growth rate of -27.6% with Guildford Library at -21.5%. Ballajura and Midland libraries had negative growth rates of -12.5% and -14.9% respectively.

New members by branch 2014/15-2016/17 Branch 2014/15 2015/16 2016/17 Average Growth Rate 2014/15-2016/17 Altone Park 1,471 1,602 1,517 3.1% Ballajura 1,234 1,145 1,080 -12.5% Bullsbrook 467 424 338 -27.6% Ellenbrook 2,709 2,842 2,840 4.8% Guildford 177 166 139 -21.5% Midland 2,940 2,795 2,502 -14.9% Total 8,998 8,974 8,416 -6.47% Source: City of Swan Libraries

New members by branch 2014/15-2016/17

New member by branch 2014/15-2016/17 3500 3000 2500 2000 1500 2014-15 1000 2015-16 500 2016-17 0

Source: City of Swan Libraries Non-resident members

As of 1st July 2017 there were 19,285 non-resident members registered at City of Swan Libraries. The largest proportion of these were at Midland Library which has had a consistently high proportion of non-resident members over the last three financial years with 44%, 43.9% and 43.9% respectively. Altone Park has had around 20% per year and Ballajura has had around 19% per year. Bullsbrook has had between 5.2% and 6.6% and Guildford has had the lowest proportion of between 1.4% and 1.7%. In each branch the ratio of non-resident members has stayed fairly consistent over the three year period.

In terms of non-resident registrations, Midland Library attracted relatively high proportions2 of borrowers from Mundaring LGA (14.7%), Ballajura Library has a high proportion from Wanneroo LGA (23.9%) and the majority of non-resident borrowers at Altone Park come from Bayswater LGA (16.7%). Bullsbrook Library attracted large numbers of non-resident borrowers from Chittering LGA (24.1%) while only a small percentage of non-residents belonged to Ellenbrook (1.5% Wanneroo LGA) and Guildford (5% Bassendean LGA).

Non-resident members by branch 2014/15-2016/17 Non-resident members by branch 2014/15-2016/17 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 2014-15 15.0% 2015-16 10.0% 5.0% 2016-17 0.0%

Source: City of Swan Libraries

Visits The table below shows the total number of visits to all Council libraries within City of Swan from 2014/15 - 2016/17. In the 2016/17 financial year, the total number of visits to all branch libraries was 505,136. This represents an increase of 1.94% in the number of visits between 2014/15 and 2016/17 (or approximately 9,600 visitors). Midland and Ellenbrook have significantly higher visits than the other branches with 142,667 and 138,999 respectively in 2016/17. Altone Park has experienced the highest growth rate over the three year period with 10.76% growth compared to Ellenbrook at 7.4% with Ballajura and Midland significantly lower with 1.7% and 2.67% growth. Bullsbrook experienced a negative growth rate of -9.29% and Guildford had the greatest negative growth rate at -28.14%.

2 percentage of branch library members Visits by branch 2014/15-2016/17 Branch 2014/15 2015/16 2016/17 Average Annual Growth Rate 2014/15-2016/17 Altone Park 68,923 74,294 76,342 10.76% Ballajura 64,262 64,781 65,357 1.7% Bullsbrook 75,619 75,493 68,597 -9.29% Ellenbrook 129,425 136,368 138,999 7.4% Guildford 18,333 14,597 13,174 -28.14% Midland 138,963 145,881 142,667 2.67% Total Visits 495,525 511,414 505,136 1.94% Source: City of Swan Libraries

Visitors by branch 2014/15-2016/17 Visits by branch 2014/15-2016/17 160,000 140,000 120,000 100,000 2014/15 80,000 2015/16 60,000 2016/17 40,000 20,000 0 Altone Park Ballajura Bullsbrook Ellenbrook Guildford Midland

Source: City of Swan Libraries

Collection The table below shows the total number of stock in the City of Swan Libraries from 2014/15 to 2016/17. In 2016/17 the total stock in Swan libraries was 205,054. This shows a decrease from the 2015/16 of -7.5%. The average annual growth rate across all libraries from 2014/15-2016/7 was -7.2%. All branches except Ellenbrook showed a negative growth with the highest at Guildford Library (-37.1%). Ellenbrook had a growth rate of 4.4% which can be attributed to additional funding for school resources.

Despite the reduction in the level of stock in the Guildford Library over this period, the following data confirms that current nature of the collection in the Guildford Library in size and content is appropriate to meet the needs of the library users. In summary the following data indicates that as Guildford represents approximately 4% of the City’s population, the library at 7,000 contains around 4% of the available stock (physical collection items) and has operating costs around 4% of the total library budget. Further the current collection at Guildford Public Library sits above the state viability level of 1.25 resources per head of population and double the number of resources per capita with respect to current library membership.

Total stock by branch 2014/15-2016/17 Branch 2014/15 2015/16 2016/17 Average Annual Growth Rate 2014/15-2016/17 Altone Park 34,708 32,189 31,435 -9.4% Ballajura 42,894 41,476 37,646 -12.2% Bullsbrook 24,192 25,236 23,100 -4.5% Ellenbrook 44,040 46,541 45,983 4.4% Guildford 11,834 11,311 7,442 -37.1% Midland 63,233 64,855 59,448 -6.0% Total 220,901 221,608 205,054 -7.2% Source: City of Swan Libraries

Total stock by branch 2014/15-2016/17

Total stock by branch 2014/15-2016/17 70,000

60,000

50,000

40,000 2014/15

30,000 2015/16

20,000 2016/17

10,000

0 Altone Park Ballajura Bullsbrook Ellenbrook Guildford Midland

Source: City of Swan Libraries

Circulation3

Circulation is defined as the total number of “loans” and “renewals” of all electronic and physical resources provided by a public library. Circulation across all branches had a negative growth rate of -6.1% from 2014/15 to 2016/17. This is in line with the general trend amongst libraries where borrowing rates are decreasing. Ellenbrook and Bullsbrook libraries had growth rates of 3.3% and 2.6% respectively. This can be attributed to both being joint use libraries4 with adjacent secondary schools. Of the other libraries, Guildford’s circulation had a significant negative growth rate of -28.6% compared with Ballajura at -14.4%, Midland at -8.7% and Altone Park at -4.3%.

Circulation by Branch 2014/15-2016/17 Branch 2014/15 2015/16 2016/17 Average Annual Growth Rate 2014/15-2016/17 Altone Park 116,711 115,785 111,698 -4.3% Ballajura 111,861 103,790 95,774 -14.4% Bullsbrook 43,342 38,869 44,450 2.6% Ellenbrook 147,387 151,897 152,215 3.3% Guildford 21,115 18,358 15,073 -28.6% Midland 225,849 225,960 206,201 -8.7% Total 666,265 654,659 625,411 -6.1%

3 Circulation is calculated using total loans and renewals of all electronic and physical formats 4 Bullsbrook ceased being a joint use library in early 2017. Source: City of Swan Libraries

Circulation by branch 2014/15-2016/17

Total circulation by branch 2014/15-2016/17 250000

200000

150000 2014/15 2015/16 100000 2016/17 50000

0 Altone Park Ballajura Bullsbrook Ellenbrook Guildford Midland

Source: City of Swan Libraries

Loans by resource type

Total loans of all resource types has decreased across all libraries by -3.5 however electronic resource lending has had an increased annual growth rate of 22.3% across all City of Swan Libraries. Total loans by resource type 2014/15-2016/17 Resource type 2014/15 2015/16 2016/17 Average Annual Growth Rate 2014/15-2016/17 Physical resources 562,361 560,565 534,080 -5.0% Electronic resources 32,590 33,485 39,847 22.3% Total 594,951 594,050 573,927 -3.5% Source: City of Swan Libraries Comparative branch business performance indicators

% of operating budget ALTONE BALLAJURA BULLSBROOK ELLENBROOK GUILDFORD MIDLAND 2014-15 15% 20% 8% 25% 5% 27% 2015-16 15% 19% 8% 26% 4% 28% 2016-17 14% 17% 8% 27% 4% 30%

% of total members ALTONE BALLAJURA BULLSBROOK ELLENBROOK GUILDFORD MIDLAND 2014-15 17% 17% 5% 28% 2% 31% 2015-16 17% 16% 5% 30% 2% 30% 2016-17 17% 16% 4% 31% 2% 31%

% of visits ALTONE BALLAJURA BULLSBROOK ELLENBROOK GUILDFORD MIDLAND 2014-15 14% 13% 15% 26% 4% 28% 2015-16 15% 13% 15% 27% 3% 29% 2016-17 15% 13% 14% 28% 3% 28%

% of total circulation ALTONE BALLAJURA BULLSBROOK ELLENBROOK GUILDFORD MIDLAND 2014-15 18% 17% 7% 22% 3% 34% 2015-16 18% 16% 6% 23% 3% 35% 2016-17 18% 15% 7% 24% 2% 33%

% of total stock resources ALTONE BALLAJURA BULLSBROOK ELLENBROOK GUILDFORD MIDLAND 2014-15 16% 19% 11% 20% 5% 29% 2015-16 15% 19% 11% 21% 5% 29% 2016-17 16% 20% 5% 24% 4% 31%

The City of Swan Library Service consists of six branch libraries and a virtual library servicing a population of approximately 136,676 people1 as at 2016. In 2016/17, Swan recorded a total of 73,574 members, 54,288 of whom were Swan residents which equated to 39.72% of the Swan population as active library members.

The most significant finding from the business performance analysis was the need to critically review the model of service provision in relation to Guildford Library. In 2016/17, the average operating cost per circulation across all branches was $10.75 with Altone having the lowest cost of $7.99 and Guildford the highest cost of $14.61, an increase of $3.69 from 2015/16.

Staffing resources Following a restructure of Customer and Library Services in 2017 staff were allocated to branches and functions as shown below.

FTE by branch

FTE by branch Altone Park Ballajura Bullsbrook Ellenbrook Guildford Midland Learning Community 0.5 1 0.5 0.5 0.5 1 Managers Co-ordinators 0.9 1 1 1 0.1 1 of Operations Specialist Staff 1.07 0.9 2.57

Technicians 1 1.5 0.5 1.5 Information 4 4.74 2.75 9.20 0.9 8.5 Officers Customer 0.1 Services Total 6.4 8.24 4.25 12.27 2.5 14.57

FTE by function

FTE by function Infrastructure Places Content & Collections Programs Operations Learning Community 0.7 1.2 0.7 0.7 0.7 Managers Co-ordinators of 1 1 3 Operations Specialist Staff 4 1.79 1.9

Technicians 0.9 0.6 0.9 1.1 Information 0.6 3.4 4.5 21.59 Officers Total 7.2 1.2 6.49 9 26.39

1 ABS ERP 2016

Site & Service Review

The City of Swan has developed Standards of Provision for Community infrastructure to guide the development and location of a range of community infrastructure. Table 18: Community Building Framework- Unique Provision with respect to Libraries indicates as below:

Function Description Population Size Catchment Libraries Offers community and information services such District Library District Library: (District or as text and multi-media resources. Increasingly, (15,000-30,000) approx. 1,000 m2 Regional ) libraries are being developed as nodes for community interaction and information sharing. Regional Library Regional Library: in A library could also include education related (30,000- access of 1,500 m2 community office space, toy library, community 150,000) gallery and café. Should be located with Activity Centre and co-located with other community services. Provision can be made for a regional library which has a higher level of material and resourcing. It shares material with other branches and could be the home of mobile libraries.

There are six library branches located in the Swan LGA.

x Altone Park Public Library: Located in Benara Rd, Beechboro. Opening hours are Mon-Thurs 9.00am-7.00pm, Fri 9.00am-5.30pm & Sat 9.00am-12.00pm. District Library

x Ballajura Public Library: Located in Kingfisher Avenue, Ballajura. Opening hours are Mon-Thurs 9.00am-7.00pm, Fri 9.00am-5.30pm & Sat 9.00am-12.00pm. District Library

x Bullsbrook Public Library: Located in Chittering Rd, Bullsbrook. Opening hours are Mon, Wed, Fri 9.00am-5.00pm, Tues & Thurs 9.00am-7.00pm, Sat 10.00am-3.00pm

x Ellenbrook Community Library: Located with the Ellenbrook Secondary College, Ellenbrook. Opening hours are Mon & Wed 8.30am-7.00pm, Tues, Thurs & Fri 8.30am-5.00pm, Sat 9.00am- 3.00pm, Sunday 1.00pm-4.00pm. Regional Library

x Guildford Public Library: Located in James Street, Guildford. Opening hours are Mon 10.00am- 5.00pm, Tues, Thurs & Fri 12.00am-5.00pm, Sat 9.00am-12.00pm.

x Midland Public Library: Located in Helena Street, Midland. The library is the main library in the LGA. Opening hours are Mon-Thurs 9.00am-7.00pm, Fri 9.00am-5.30pm & Sat 9.00am-3.00pm. Regional Library

x Midland and Guildford (7 minutes); x Altone Park and Ballajura (13 minutes); x Guildford and Altone Park (10 minutes); and x Midland and Altone Park (14 minutes).

Distance between Libraries2 Midland Altone Park Ballajura Ellenbrook Bullsbrook Guildford Midland

Altone Park Dist: 6.3km Road: 9.2km Time: 14 mins Ballajura Dist: 11.7km Dist: 5.1km Road: 17.6km Road: 8.2km Time: 28 mins Time: 13mins Ellenbrook Dist: 11.7km Dist: 10.1km Dist: 10.1km Road: 18.9km Road: 13.2km Road: 14.9km Time: 22 mins Time: 14 mins Time: 16 mins Bullsbrook Dist: 25.3km Dist: 25.3km Dist: 23.5km Dist: 15.4km Road: 27.1km Road: 31.5km Road: 35.6km Road: 22.3km Time: 20 mins Time: 23 mins Time: 32 mins Time: 21 mins Guildford Dist: 3.6km Dist: 3.8km Dist: 9.6km Dist: 12.3km Dist: 27.1km Road: 4.1km Road: 6.3km Road: 16.5km Road: 16.0km Road: 31.0km Time: 7 mins Time: 10 mins Time: 21 mins Time: 17 mins Time: 24 mins

Sites

A site assessment against guidelines People Places which has now been adopted as the Western Australian guidelines by the State Library of Western Australia has been completed for each library, indicating the following:

Altone Park Public Library: Located within the multi-purpose Altone Park Recreation Centre in close proximity to the Altone Shopping Centre, Beechboro Central and Continental Shopping Centre. Council owns the site and building. The library is located on a main road though a lack of signage reduces its exposure and visibility to the community. The key locational advantage is the library’s collocation with other community facilities and its central location in the Beechboro area. Parking on the site is good.

Ballajura Public Library: Located on Kingfisher Avenue in close proximity to other community facilities including a youth centre, community centre, aquatic centre and child care facility. Council owns the site and building. The library is located in close proximity to the Ballajura Shopping Centre and local schools. The library is located on a corner block of two main roads providing good exposure and visibility to the community. There is adequate parking located both behind and opposite the library and access to public transport is also good with several bus routes servicing the area.

2 Source whereis.com.au

Bullsbrook Public Library: Located on Chittering Rd, the library is a brand new state of the art facility within the Ethel Warren Bullsbrook Community Centre. The Community Centre houses a number of other City services such as the Bullseye Youth Centre, Community Development and the Bullsbrook Rural Place Office. There is suitable parking and access to public transport.

Ellenbrook Community Library: The Ellenbrook Community Library is a joint partnership between the City of Swan and Department of Education, providing library services for the community and Ellenbrook Secondary College. The library is located within 250 metres of the retail centre of Ellenbrook. There is adequate parking adjacent to the building, but access is difficult during school opening and closing times. There are limited public transport services to the area. Access from the car park to the site for disabled patrons is not suitable. The site has development potential with an expansion currently being considered.

Guildford Public Library: Located within the old Council Chambers on James Street. The library is located on the junction of two main roads with street access, which includes provision for disabled patrons. Car parking on the site is very limited and there is often a shortage of street parking. Public transport accessibility is adequate with a bus stop located outside the library and a train station about 1km away. There is no shopping centre in Guildford.

Midland Public Library: Located on Helena Street adjacent to the Junction with the Great Eastern Highway. Council owns the site and building. The library is located in a two-storey building with two street entrances. A major retail centre is located opposite the library resulting in high pedestrian traffic. There is no dedicated parking for library users, street parking is available with the first hour free then paid, and there is minimal staff parking available. Access to public transport is very good with a train station and bus interchange located nearby.

Library Catchments

Each library generally services a catchment. Swan’s library catchments have been defined based on consideration for the following factors:

Size, role and services of each library; Location of each library relative to community/retail nodes; Existing pattern and distribution of patronage for each library; Transport and access corridors and general traffic flows; Geographic, physical and natural barriers.

The figure below illustrates the location of library services within Swan and their respective catchments, as defined for the purposes of this study.

Altone Park Catchment: Comprises the suburbs of Beechboro, Bennett Springs, Caversham, Dayton Kiara, Lockridge and West Swan.

Ballajura Catchment: The catchment is located to the south east of the LGA and is primarily comprised of the residential suburb of Ballajura. The catchment also includes Malaga.

Bullsbrook Catchment: The catchment covers a large physical location though is the least populous, comprising the suburb of Bullsbrook.

Ellenbrook Catchment: The catchment is located within the centre of the LGA and includes the suburbs of Aveley, Belhus, Brabham, Cullacabardee, Ellenbrook, Henley Brook, The Vines, and Upper Swan.

Guildford Catchment: A small catchment area reflecting the relatively small size and local focus of the library. The catchment incorporates the suburbs of Guildford and South Guildford.

Midland Catchment: The catchment includes the suburbs of Bellevue, Gidgegannup, Hazelmere, Herne Hill, Jane Brook, Koongamia, Middle Swan, Midvale, Midland, Stratton, Viveash, and Woodbridge.

City of Swan Library Catchments

I & J Management Services

City of Swan Libraries

Guildford Library viability

Introduction At an Ordinary Meeting of the Swan Council in August 2017 a motion was successfully put to:

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;

During August/September 2017 Council officers have been researching and preparing a report on the use and viability of the Guildford Library. For assurance purposes, Council officers have sought an independent assessment of the report and recommendations on the viability of the Guildford Library as a sustainable stand-alone traditional model branch library. This independent assessment was to be made against applicable criteria in the management of public libraries (notably the ALIA/APLA 2016 Guidelines, Standards and Outcomes Measures for Australian Public Libraries – the Guidelines)1.

I & J Management Services, the authors of the Guidelines, was engaged to undertake the independent assessment of the viability of the Guildford Library. The following assessment is based on the company’s significant experience in researching public library use and working with public libraries and public library systems around Australia to support transformation of public libraries into community facilities that provide a contemporary range of reading, information, recreation, learning and cultural services to meet the needs of their diverse communities.

Having reviewed the report prepared by Council officers and accompanying documentation, and having visited the Guildford Library to observe the use and functionality of the site, I & J Management Services has summarised the key findings in the following report.

1. 2008 Library Services Review The viability of the Guildford Library has been an issue for the City of Swan for at least the past 10 years. A major review of the City of Swan’s library services by AEC Group in 20082 identified a “need to critically review the model of service provision in relation to Guildford Library.” In 2007-08 the average cost per issue (loan) at Guildford Library was $6.00, 18% ($0.92) more than the second- highest costing branch (Midland) and 42% ($1.78) higher than the lowest costing branch (Bullsbrook).

The 2008 review concluded …

Guildford Library Given the level of use, relative cost and proximity to Midland Library, the preferred solution for service delivery in the Guildford area would be for a tailored model of service delivery in partnership with another provider, such as the Tourist Information Centre. A ‘just in time’ or ‘Library Lounge Room’ model would work well in this context. Alternatively, Council could choose to close the facility, however, it should be noted that there is a relatively older population in this area and it may be more expedient to re-package the service. If the library is re-located or closed, consideration could be given longer term to the re-location of the Local

1 https://read.alia.org.au/guidelines-standards-and-outcome-measures-australian-public-libraries-july-2016. 2 Library Services Review: Research and Analysis, Swan City Council, AEC Group, May 2008.

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History service to the premises currently occupied by the library to provide additional space in the Midland Library.

Recommendation Consider options for the Guildford Library, including: a. Provision of a ‘just in time’ tailored service in co-location with another provider b. Closure of the library and withdrawal of library services from Guildford c. Future use of the existing Guildford Library as a Local History Centre.

Subsequent reviews of the use of the Guildford Library have reached the same conclusion. Attempts by Council to reinvigorate the library space and service offering, in keeping with global and national trends in provision of library services to meet user demands, have not resulted in additional community use of the services and facilities.

2. CoS facilities and site review In its 2017 review of the viability of the Guildford Library CoS conducted site and facilities reviews of all six library branches. The reviews have assessed each branch against the desirable site and facility characteristics for public library buildings as described in People Places3, the NSW benchmark for public library buildings that has now been adopted as the WA guidelines by the State Library of WA.

SITE REVIEW FACILITIES REVIEW Desirable site characteristics Guildford Desirable facility characteristics Guildford Main street or shopping area location 9 Size and range of services 9 High visibility from the street and X Image and identity 99 shopping area Street frontage for the ground floor of 9 Flexible and multifunctional buildings X the library High level of personal and property 9 Order, orientation and functionality 9 safety Close to and/or accessible from X Accessibility and mobility 9 educational facilities Walking distance from public transport 9 Ecological sustainability 9 Full accessibility for people with limited 9 Lighting 99 mobility Potential for outdoor area X Acoustics 9 Priority pedestrian access 9 Personal and property security 99 Access to convenient and safe car X Shelving X parking Access to community buses, mobile 9 Furniture and fittings X libraries and deliveries Potential for future expansion X Asset management 9 9 Meets X Does not meet 999 Excellent 99 Good 9 Average X Poor

SITE REVIEW FACILITIES REVIEW Branch 9 X 999 99 9 X Total Bullsbrook 8 4 8 4 - - 32 Ellenbrook 6 6 9 2 1 - 32 Ballajura 12 - - 12 - - 24 Altone Park 9 3 2 8 2 - 24 Midland 9 3 - 8 4 - 20 Guildford 7 5 - 3 6 3 12

3 People Places: a guide for public library buildings in New South Wales, State Library of NSW, 2012.

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Among the CoS libraries, the Guildford Library is, in terms of its site location and accessibility, at the lower end of the scale – ahead of Ellenbrook (which is a joint use library located within the Ellenbrook Secondary College, and therefore subject to some access limitations), but behind the nearby Midland Library.

The ratings from the facilities review clearly highlight the shortcomings of the Guildford Library building – located within the old Council Chambers building, next to the Guildford Town Hall and the Garrick Theatre. The building is heritage listed, with both attractive architectural features and restricted functionality in operating as a full-service contemporary library. The Guildford Library building has existing floor area of 300 sqm (compared to Bullsbrook at 500 sqm and Altone Park and Ballajura at 890 sqm) and no potential for future expansion. The CoS review notes that altering the interior design of the building could improve the efficiency of the available space.

3. Library utilisation and cost efficiency The 2017 CoS review of library performance indicators summarised key library statistics by branch over three years from 2014/15 to 2016/17. Guildford Library’s performance in 2016/17 relative to the other library branches is shown in the following table

Library indicator 2016/17 Guildford Total in % of total Change from 2014/15 Swan to 2016/17 Guildford Swan Population 5,323 136,676 3.8% + 15% + 22%

Total membership 1,429 73,574 1.9% - 8.6% + 4.4% New members 139 8416 1.7% - 21.5% - 6.5% Non-resident members ~ 1.5% ~ 26% Visits 13,174 505,136 2.6% - 28.1% + 1.9% Visits per opening hour 11 34 Stock (physical collection items) 7,442 205,054 3.6% - 37.1% - 7.2% Circulation (loans of physical items) 15,073 625,411 2.4% - 28.6% - 6.1% Loans per member 10.5 8.5 Total operating cost 4% Operating cost per loan $14.61 $10.75 Operating cost per member $154.13 $107.56 Staff cost per loan $0.23 $0.16 Note: Growth figures are calculated from 2014/15 to 2016/17, except for population which is calculated from 2011 to 2016.

This data shows that Guildford represents approximately 4% of the City’s population. Correspondingly, the Guildford Library holds around 4% of the available stock (physical collection items) and has operating costs around 4% of the total library budget. With above average loans per member, this suggests that the nature of the collection at the Guildford Library is appropriate to and meeting the needs of the library users. And that the overall service offering, in terms of staffing, opening hours and programming, is at an appropriate level.

However, library membership is only 2% of the population and falling. The growth in new members is well below average. Guildford library has only 2.6% of total visits to the library (and many of these are very short as users collect reserved items), and 2.4% of total loans – with both visitation and loans also in decline. The 11 visits per hour to the Guildford library is less than half that of the next lowest library branch (Ballajura at 26 visits per hour), and less than a quarter of the rates at Midland and Ellenbrook (53 and 51 visits per hour respectively). As a result, servicing costs at Guildford Library are relatively high compared with the other branches (around 40% above the average), and operating efficiency is relatively low.

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All City of Swan libraries operate under the same planning and administrative framework. The approach to profiling the collection, programs, opening hours and customer service is the same at all branches, but tailored to respond to the different characteristics of the local community and library users. Therefore, it is highly unlikely that such disparate usage outcomes are a result of supply side issues. More likely, the low level of use of the Guildford Library is linked to: i) the overall level of demand for library services within the Guildford community (which is typically lower in areas with relatively high education levels, income and English language proficiency – as is the case in Guildford); and ii) accessibility of other options (with both the nearby and larger Midland and Bassendean Libraries known to be well-used by Guildford residents).

4. The impact on the community Library performance, however, cannot be measured by usage and cost figures alone – although this data is an essential consideration in assessing a library’s viability. The value of a public library is found in the contribution it makes in changing people’s lives for the better. That is, the extent to which access to a library increases literacy levels and a love of recreational reading. The health and wellbeing benefits of reading, accessing information and being in an environment that fosters social connections. The benefits of digital inclusion in a fast-moving technologically reliant world. And the value of a comfortable place to sit, work and relax – warm in winter and cool in summer.

To what extent does the Guildford Library deliver these individual and community benefits?

Public libraries around the world are in the process of implementing outcomes-focused evaluation frameworks to complement the data they currently collect on library participation and outputs. Therefore, any current assessment of value can only be qualitative.

A sample of CoS library managers, staff and people with knowledge of and an interest in Guildford Library were asked to assess the value of the library against the six outcomes described in the national 2016 Guidelines, Standards and Outcomes Measures for Australian Public Libraries. This information was supplemented by review of library documentation, statistics, community data and other Council information, as well as observation of the Guildford Library. The conclusion is that the Guildford Library currently has, at best, a modest impact on the life of the Guildford community and the small number of people who use the library.

Library outcome Qualitative assessment of impact Literacy and lifelong learning Medium Stronger more creative and culturally inclusive communities Low to Medium Digital inclusion Low Informed and connected citizens Low to Medium Personal development and wellbeing Medium Economic and workforce development Low

This assessment recognises the inherent capacity of the Guildford community, and consequently the potential for the library to have an incremental impact on their lives. It is also an aggregate assessment, recognising that the impact is greater for some library users, and of course non-existent for the thousands of Guildford residents who do not use the library.

The Guildford Library’s strengths are:

being a source of community pride being a safe welcoming place that can facilitate social connections

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contributing to development of a love of reading and high levels of readership among people of different ages supporting early years literacy’ and parents reading to their child every day.

The Guildford Library has lesser impact on:

encouraging lifelong learning increasing digital inclusion, access and digital literacy facilitating participation in civic and cultural activities supporting employment skills and outcomes.

5. Conclusion Despite numerous attempts in the past 10 years by the City of Swan to reinvigorate community use of the Guildford Library, in its current form the library is not sustainable as a small stand-alone public library offering similar services and programs to other City of Swan libraries.

There is no question that the Guildford Library provides real and life affirming benefits to the people who use it. Nor, given the feedback from some community members, is there any doubt that the library is an important and longstanding part of the fabric of the Guilford community.

However, these reasons alone are not justification for maintaining the Guildford Library as a stand- alone branch library. If they were, every town and village in the world would have its own library. As desirable as that scenario would be from a community development perspective, in a world where Councils must balance the competing demands on their finite financial base, investment in public libraries (and all civic services) must be made to deliver greatest net benefit to the community and consider the best balance of resources for the entire community of the City.

In its current form, the Guildford Library:

provides an appropriate mix and quantity of library collections, programs, technology access, services, facilities and staff support has experienced low and declining utilization of the library collection, programs and space is delivering services at a service level and unit cost that is significantly higher than in other CoS libraries (and higher than current public library standards and benchmarks) has a small population catchment, relative to the wider population of the City of Swan and forecast population growth in other parts of the city is housed in a heritage-listed facility that lacks the flexibility to fully meet the expectations of a full-service 21st century library is located within minutes (by road or public transport) of a larger more accessible library.

There is no rational argument for retaining the Guildford Library in its current form or as a full-service library. This is especially the case when investment in collections and staff at the Guildford Library comes at the cost of investment in public library services in other parts of the City of Swan, where there is: i) demonstrated and greater demand for those services; and ii) the likelihood of having a greater net impact on literacy, learning, wellbeing, social, cultural and employment outcomes.

This is not to say that there is not a need for the residents of Guildford to be able to access quality contemporary library services. Nor that the current space could not be re-purposed to include some library services within a wider community service offering.

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For example, as suggested in Option 3 of the report to Council, the Guildford Library space could, in another guise as a creative and community hub, still offer:

a small targeted collection reflecting current usage (e.g. children, popular fiction, Guildford specific subjects such as history and heritage) total self-serve check-out and check-in (RFID) limited access to staff and library programs offered to other library branches (as determined through community consultation) 24/7 swipe card access to the space to access community-led activities and programs compatible with the space (e.g. study groups, book clubs, Storytime sessions, local art exhibitions) more accommodating recreational, work and creative spaces.

Of the three options presented in the Council report, Option 3 – Refocus the Guildford Library in line with the recommendations in the Heritage Precinct Master Plan is the option most aligned to international and national trends in the redesign of public library spaces. Increasingly, public libraries are combining smaller physical collections that speak directly to the interests of their community, and programs and spaces that connect community members who come together formally and informally to explore ideas, crafts, entertainments, work, study and creative pursuits. Under this model the Guildford Library might be able to both serve its immediate community, while also becoming a destination that brings in people from other parts of the City.

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I & J Management Services

City of Swan Libraries

Guildford Library Evaluation Framework

Introduction Since 2008 several reviews of the use of Guildford Library in the City of Swan have found that the library is not sustainable as a small stand-alone branch, replicating similar services and programs as other City of Swan Libraries (based on trends in library usage, its proximity to Midland Library, and predicted growth in population). These reviews have consistently recommended either reduction of services and programs delivered through the Guildford Library, or that the library be closed, staff be reallocated to other libraries, and the building be repurposed.

In September 2017 Council will be presented with three future options for the Guildford Library.

Option 1 Close the Guildford Library and repurpose the building as bookable community space. Option 2 Maintain the Guildford Library as a small stand-alone branch library. Option 3 Refocus the Guildford Library in line with the recommendations in the Heritage Precinct Master Plan.

To assist in consideration of these options, Council has sought recommendation of an evaluation framework aligned to current national best practice in provision of outcome-focused library services that may be used to assess the success of trials of alternative models for any future vision for the Guildford Library space. I & J Management Services, the authors of the 2016 Guidelines, Standards and Outcomes Measures for Australian Public Libraries (the Guidelines)1, have been engaged to provide a recommended evaluation framework.

Individual and community outcomes of public library services The Guidelines note that effective library programs and services help individuals to increase their knowledge and skills, to change their attitudes and behaviours, and to access information and increase awareness of what is happening in their community. Public libraries can also have a positive impact on community, economic and cultural outcomes. The range of individual and community impacts includes:

literacy and lifelong learning, including early childhood development informed and connected citizens digital inclusion, especially for this at risk of being marginalised from society through having no or limited access to technology or low digital literacy personal development and wellbeing stronger, more creative and culturally inclusive communities economic and workforce development.

In addition to their role in assessing the impact of public library services, these outcomes might also, in a broad sense, be seen as applicable to the alternative types of community-centred use being proposed for the Guildford Library space.

1 https://read.alia.org.au/guidelines-standards-and-outcome-measures-australian-public-libraries-july-2016.

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An outcomes-focused evaluation framework for public libraries Each of the three proposed options for the use of the Guildford Library space will contribute, to varying degrees, to the following individual and community outcomes.

Guildford Library

OPTION 1 OPTION 2 OPTION 3 Close the Guildford Library Maintain the Guildford Library Refocus the Guildford Library and repurpose the building as as a small stand-alone branch in line with the Individual and a bookable community space library recommendations in the community Heritage Precinct Master Plan outcomes • Improved early years’ literacy and school readiness Literacy and lifelong • Improved adult literacy and English language literacy learning • Increased participation in formal and informal learning

Stronger and more • Stronger social networks creative • High levels of participation and volunteering in community programs and activities communities • Strong partnerships with cultural and community organisations

• Increased access to computers, the internet and digital tools Digital inclusion • Increased confidence and skills in using digital tools • Innovative use of technology for learning, creative and recreational activities

• Increased participation in community activities Informed and • Empowerment in civic life connected citizens • Increased sense of belonging to and ownership of the community

Personal • Increased feelings of social connectedness development and • Improved mental health and enjoyment of life wellbeing • The space is known as a safe and welcoming place to meet

Economic and • Improved employment outcomes workforce • Collaboration in creative spaces development • Stimulation of microbusinesses

The following table shows how the three options can be mapped against these specific outcomes. The particular community benefits arising from implementation of Options 1 or 3 will depend on the specific types of uses which are anticipated and which occur in the space.

OUTCOME SUCCESSFUL OUTCOME OR IMPACT Option 1 Option 2 Option 3 Literacy and Outcome for users lifelong Improved early years’ literacy and school-readiness - 9 9 learning Improved adult literacy and English language skills - 9 9 which enable people to participate fully in society Development of a love of reading and high levels of - 9 9 readership among people of all ages, especially children and young people Encouragement of family and intergenerational 9 9 9 learning Parents reading to their child every day - 9 9 Improved learning habits and skills 9 9 9 Increased motivation for and confidence in - 9 9 independent and lifelong learning Higher participation levels in formal and informal 9 9 9 learning

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OUTCOME SUCCESSFUL OUTCOME OR IMPACT Option 1 Option 2 Option 3 Literacy and Outcome for Council lifelong High levels of community awareness of collections, - 9 9 learning resources and learning programs High levels of participation in and demand for literacy 9 9 9 and learning programs Strong partnerships with local education providers, 9 9 9 including kindergartens, schools, training providers, U3A and neighbourhood houses Stronger and Outcome for users more People feel welcomed and comfortable in the space 9 9 9 creative Stronger social networks 9 9 9 communities Intergenerational activities in the space 9 9 9 High levels of participation in the space 9 9 9 High levels of volunteering in the space 9 9 9 Community pride in the space 9 9 9 Outcome for Council The space is a creative place where people can 9 9 9 collaborate and experiment The space is seen as a centre for cultural expression 9 9 9 The space is highly valued by the community, 9 9 9 regardless of whether they use it or not Strong partnerships with local cultural organisations 9 9 9 Digital Outcome for users inclusion Increased confidence in independently using - 9 9 computers and technology Increased connection to family and friends (especially - 9 9 family interstate or overseas) Increased use of the internet for educational purposes - 9 9 Increased use of the internet for accessing - 9 9 government (e.g. Centrelink), financial (e.g. banking), business and community services Outcome for Council All people in the community have access to the - 9 9 internet and computers Informed Outcome for users and Increased awareness of community issues and - 9 - connected activities citizens Informed citizenship - 9 - Empowerment and participation in civic activities 9 9 9 Participation in programs nurtures formation of other 9 9 9 community groups and activities Increased sense of belonging to and ownership of the 9 9 9 community Outcome for Council Community demand for access to facilities and 9 9 9 resources Strong partnerships with local community 9 9 9 organisations

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OUTCOME SUCCESSFUL OUTCOME OR IMPACT Option 1 Option 2 Option 3 Personal Outcome for users development Have access to information that they need - 9 - and More informed about issues that are important to - 9 - wellbeing them Better able to make informed decisions that influence - 9 - their personal health and wellbeing Increased feelings of social connectedness and 9 9 9 reduced feelings of social isolation Improved mental health 9 9 9 Greater enjoyment of life 9 9 9 Outcome for Council The space is known as a safe, welcoming and inclusive 9 9 9 place to meet Economic Outcome for users and Increased job-ready skills - - 9 workforce More employable community - - 9 development Improved employment outcomes - - 9 More informed small business people - - 9 Creative spaces and facilities attract small business 9 - 9 people to work and collaborate Stimulation of microbusinesses - - 9

The Guidelines give examples of questions that could be used in community and user surveys, interviews and focus groups to gauge the extent to which these outcomes are occurring.

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