Framework for the Future-Framework for the Future-improving public librariesimproving public libraries

Sarah WilkieSarah WilkieLibraries Policy AdvisorLibraries Policy Advisor

Museums, Libraries and Archives CouncilMuseums, Libraries and Archives Council

My agendaMy agenda

Background to Framework for the Background to Framework for the FutureFuture

The Framework action plan The Framework action plan The agenda for changeThe agenda for change Key programmesKey programmes

A strategy for public librariesA strategy for public libraries“sleepwalking to disaster”“sleepwalking to disaster”

Audit Commission Audit Commission report May 2002 report May 2002

DCMS began a review DCMS began a review in late 2001in late 2001

18 months of 18 months of consultative workconsultative work

New libraries strategy New libraries strategy published 10published 10thth Feb Feb 20032003

10 year vision10 year vision

Some considerable Some considerable strengths …strengths … SpacesSpaces Richness and diversity of Richness and diversity of stockstock ServicesServices add value – reach people add value – reach people StaffStaff skills skills

The best libraries are realising their The best libraries are realising their potential to do morepotential to do more

BUT …BUT …

But …But …

Falling traditional use Falling traditional use Service is fragmented and quality is variableService is fragmented and quality is variable Innovation unevenly spreadInnovation unevenly spread Leadership weak; development and Leadership weak; development and

recruitment time bombrecruitment time bomb Not seen as central to key local or national Not seen as central to key local or national

agendasagendas Poor advocacy at all levelsPoor advocacy at all levels

Libraries are uniquely Libraries are uniquely placed to …placed to …

Support reading and informal learning

Equalise access to digital skills and e-government services

Promote citizenship, community identity and social inclusion

Framework provides …Framework provides …

Common agenda Common agenda and shared and shared directiondirection

Common principles, Common principles, vision, clear vision, clear messagesmessages

Coherent national, Coherent national, regional and local regional and local approachesapproaches

Action planAction plan

National framework; local delivery National framework; local delivery responsive to local needs responsive to local needs

3 year plan – towards 10 year vision3 year plan – towards 10 year vision Sustainable improvement Sustainable improvement Establishing credibility in improving Establishing credibility in improving

servicesservices £1m a year for 3 years£1m a year for 3 years

Action planAction plan

Books, Reading & LearningBooks, Reading & Learning Digital CitizenshipDigital Citizenship Community & Civic ValuesCommunity & Civic Values

PLUSPLUS Building capacity to deliver Building capacity to deliver

transformationtransformation

The public library

Framework for the Future – transforming public libraries

Improving performance

Delivering more

efficiently & effectively

Changing opinions

Equipping staff

Building online

services

Developing reading & learning

Reflectingcommunity & civic values

The public library

Framework for the Future – transforming public libraries

Improving performance

Delivering more

efficiently & effectively

Changing opinions

Equipping staff

Building online

services

Developing reading & learning

Reflectingcommunity & civic values

The public library

Framework for the Future – transforming public libraries

Improving performance

Delivering more

efficiently & effectively

Changing opinions

Equipping staff

Building online

services

Developing reading & learning

Reflectingcommunity & civic values

The public library

Framework for the Future – transforming public libraries

Improving performance

Delivering more

efficiently & effectively

Changing opinions

Equipping staff

Building online

services

Developing reading & learning

Reflectingcommunity & civic values

The public library

5 key life stages

People’s Network

Workforce development

Leadership skills

Advocacy and

lobbying

Consumer marketing

Core standards

Impact measures

Peer reviews

New ways of working

Community needs

Design and build

Framework for the Future – transforming public libraries

e-government

20032003

149 public library services 149 public library services

– providing varying degrees of help with reading and providing varying degrees of help with reading and learning:learning:

– each local authority demonstrating a different level of each local authority demonstrating a different level of commitment to investment in new technologycommitment to investment in new technology

– and placing their own interpretation on libraries’ and placing their own interpretation on libraries’ contribution to community and civic values.contribution to community and civic values.

Framework vision 2013Framework vision 2013

Public libraries with a shared national sense of Public libraries with a shared national sense of purposepurpose

– providing common national offers;providing common national offers;

– helping to create a culture of reading and lifelong learning; helping to create a culture of reading and lifelong learning;

– enabling everyone to access and enjoy a wealth of enabling everyone to access and enjoy a wealth of material; material;

– all being equally valued for encouraging greater all being equally valued for encouraging greater knowledge, creativity and good citizenship.knowledge, creativity and good citizenship.

Where we want to beWhere we want to be

Understanding and responding to Understanding and responding to communitiescommunities

Attractive relevant services well presentedAttractive relevant services well presented Clear roles, clear messages, clear advocacyClear roles, clear messages, clear advocacy Looking outwards – supportive partnership Looking outwards – supportive partnership Actively sharing good practice – celebration Actively sharing good practice – celebration

and aspirationand aspiration Value understood by key decision makers - Value understood by key decision makers -

impact on shared prioritiesimpact on shared priorities Efficient and effective use of resourcesEfficient and effective use of resources

A challenge to A challenge to communicatecommunicate

The purpose of libraries:The purpose of libraries: Coherence of the three roles for Coherence of the three roles for

libraries set out in F4Flibraries set out in F4F The whole is greater than the sum of The whole is greater than the sum of

the partsthe parts

The value of libraries:The value of libraries: Cultural, economic, educational and Cultural, economic, educational and

socialsocial Targeted messages and evidence of Targeted messages and evidence of

impact and valueimpact and value

Shared PrioritiesShared Priorities

Children who are introduced to books and Children who are introduced to books and reading at an early age do better at schoolreading at an early age do better at school

For people under pressure, libraries provide a For people under pressure, libraries provide a refuge and an opportunity to improve their refuge and an opportunity to improve their liveslives

Libraries act as a community hubLibraries act as a community hub Reading benefits mental health and provides Reading benefits mental health and provides

a welcome escape for those suffering from a welcome escape for those suffering from depressiondepression

Libraries contribute to the economic health of Libraries contribute to the economic health of the communitythe community

Progress to dateProgress to date

Some key programmes:Some key programmes: Peer reviewPeer review Leadership developmentLeadership development Marketing Marketing Development of “National Offers”Development of “National Offers” Community engagementCommunity engagement

Peer reviewPeer review

Key to sharing of good practiceKey to sharing of good practice Targets individual authoritiesTargets individual authorities Action for improvementAction for improvement Support of “critical friends”Support of “critical friends” Understanding the factors for successUnderstanding the factors for success

““I was pleased to see when the report came back, that it also I was pleased to see when the report came back, that it also covered the things we do well. Staff are enthusiastic about covered the things we do well. Staff are enthusiastic about change and they will welcome the findings.” (Bristol)change and they will welcome the findings.” (Bristol)

LeadershipLeadership

Tailored to the specific needs of public librariesTailored to the specific needs of public libraries Capacity to lead change & turn Framework into Capacity to lead change & turn Framework into

realityreality Enhance ability to think and act strategicallyEnhance ability to think and act strategically Explore and address barriers to creativity, Explore and address barriers to creativity,

innovation & riskinnovation & risk Leadership group with shared vision and directionLeadership group with shared vision and direction

““I have done a lot of formal management and leadership training in I have done a lot of formal management and leadership training in a number of authorities - some internal and some external, and a number of authorities - some internal and some external, and to an advanced level.  But this is the first course where I've been to an advanced level.  But this is the first course where I've been able to explore those theories and models in the specific context able to explore those theories and models in the specific context of public libraries and it has been incredibly useful.” of public libraries and it has been incredibly useful.”

(An experienced head of service)(An experienced head of service)

Why marketing?Why marketing?

Huge potential:Huge potential: Community reach and Community reach and

participation levelsparticipation levels

Delivery against Delivery against local/national prioritieslocal/national priorities

Many excellent examples Many excellent examples of what is possibleof what is possible

Potential unrealised:Potential unrealised: Goodwill not converted Goodwill not converted

into real support into real support

Unclear service offers - Unclear service offers - numerous and confusing numerous and confusing sub-brandssub-brands

Fragmentation – Fragmentation – innovation uneveninnovation uneven

Unfocused messagesUnfocused messages

Marketing strategyMarketing strategy

Build a common identity and agendaBuild a common identity and agenda Construct a shared platform for Construct a shared platform for

transformation transformation Become more outward looking Become more outward looking Connect local, regional and national Connect local, regional and national

dimensions and service offers - more than dimensions and service offers - more than the sum of the partsthe sum of the parts

Communicate the relevance of the library in Communicate the relevance of the library in a changing environmenta changing environment

National offersNational offers

The national offer is the public library service

national marketing plan and activity

Targeted national offers:

e.g. under 5s, teenagers, business community etc

understanding of these informs national marketing

Local offers:

e.g. opportunity- or needs-based

pick up national themes but interpret locally

Community engagementCommunity engagement

Consulting users and Consulting users and non-usersnon-users

Volunteering and Volunteering and participatingparticipating

The library as The library as community spacecommunity space

Services to particular Services to particular communitiescommunities

Museums, Libraries and Museums, Libraries and Archives CouncilArchives Council

16 Queen Anne’s Gate16 Queen Anne’s GateLondon SW1H 9AALondon SW1H 9AA

www.mla.gov.uk/action/framework/framewww.mla.gov.uk/action/framework/framework.aspwork.asp sarah.wilkie@mla.gov.uksarah.wilkie@mla.gov.uk